| Genba Kanri Training |
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Our approach is geared to Clients’ needs and means - we prefer not offer set-piece, one-size-fits-all 'products' - but we are able to support people at all levels in the organisation to achieve their long-term business goals. For a full data sheet on any subject, please use the 'contact' submission form, noting the P or T number |
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These are qualitative outlines of training programmes: they may include a number of interventions, involving presentations, supported practical activity, ‘homework’ and later review. Timing, duration etc. depend on your needs, capabilities and resources. |
| P1 | Our Values and Approach We recognise that our motives and approach may not suit everyone - this datasheet will help you to determine whether or not we can work together. |
| P2 | Our Training Mode recognises that there are no short cuts to effecting sustained behavioural change – we work on concepts, tools and systems, as they apply in your organisation. |
| P3 | The Comprehensive Programme Summary illustrates a process for a company-wide programme, including many aspects of the approaches listed below. |
| P4 | Foundations for Continuous Improvement - establishing the pre-requisite understanding and alignment for a company-wide CI programme. |
| P5 | Workplace Organisation (5C) - optimising the content and configuration of the working environment in support of effective process management. |
| P6 | Just in Time Manufacturing - imparting the disciplines of pull, flow, and tact to the process; exposing and reducing waste, irregularity and difficulty. Cellular Manufacturing; One-Piece-Flow; Mixed Production; Cost Down - are all popular themes for productivity! |
| P7 |
Total Productive Maintenance - getting the most from equipment through increased reliability, reduced cycle times, reduced maintenance time, extended life, and greater added-value. |
| P8 | Total Quality Control - imparting the tools and techniques of problem solving and introducing a systematic approach to identifying and eliminating variation and problems. |
| P9 | Service Process Improvement - defining very clearly what is needed in terms of Quality Cost and Delivery terms, and optimising the supply process - where information is the ‘product’. For office / admin processes. |
| P10 | Quick Changeover - minimising the time taken for a machine or process to switch from one activity to another, enabling more frequent changes and inventory reduction. |
| P11 | Standard Operations - standardising working methods, imparting confidence in the reliability and dependability of the process to achieve QCD targets, taking away waste and uncertainty. |
| P12 |
Supplier Development - measuring, evaluating and developing the overall capability of suppliers. |
| P13 | Workshop Management – a basic yet holistic approach to Supervisor development through classroom training and ‘hand on’ practical activity in the workplace |
| P14 | First Time Quality – a Process and Results approach to setting ‘what’ standards for products and services, then establishing methods and process parameters to assure the ‘how’ |
| P15 | Genba Kanri – the prime foci of genba kanri: the role of the Supervisor as business manager of his/her section; Diagnosis as a driver of PDCA; QCDSPM dimensions for improvement. |
| P16 | Six Sigma - a statistics-driven approach to QCD improvement, now embracing wider humanistic aspects of World Class practice |
Training
Courses
| Discrete courses in support of an existing programme can also be delivered, tuned/themed to your organisation’s requirements. They are suitable for O - Operators; S - Supervisors; M - Managers |
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Course |
Days | For | |
| T1 | Visual Management: visual control of things; visibility of information | 3 | S |
| T2 | Problem Solving Tools & Techniques: an appreciation | 1 | S/M |
| T3 |
Genba Kanri Diagnosis: benchmarking against the world-class workplace; improvement planning |
3 | M |
| T4 |
Foundations: for Genba Kanri / World Class Manufacturing / TPM / your theme |
2 | S/M/O |
| T5 | Workplace Organisation: some theory, much application of 5Cs | 2 | S/O |
| T6 | Lean Manufacturing: JIT-themed Workshops, process & results oriented. | 5 | S/M/O |
| T7 | JIT Principles: simulation to convey 3 main points | 1~2 | S/O |
| T8 | TPM Introduction: 25% ‘big picture’ explanation; 60% hands-on activity; 15% in-house programme planning. | 3 | S/M/O |
| T9 |
Process Control: standardising material, environmental, equipment process influences |
3 | O/S |
| T10 | Materials Management: applying the 4 principles of stock control. Includes kanban simulation and installation. | 3 | O/S |
| T11 | SMED: the rationale; tools and techniques; practical activity | 3 | O/S |
| T12 | Standard Operations: imparting consistency to methods at minimum effort | 3 | O/S |
| T13 |
Team Building: the theory – applied through working together in a ‘safe’ environment. |
1/2 | O/S |
| T14 | Workshop Management: a hands-on residential course illustrating most aspects of shop-floor management. | 4 | S/M |
| T15 | FTQ Workshop: eliminating the waste and frustration of rejects/ rework through FTQ mechanisms and systems. | 4 | O/S |
| T17 | An Introduction to Six Sigma: a one-day seminar exploring the opportunities offered by this approach to continues improvement. | 1 | M |
| T17 | Team Leadership: a residential event examining the theory of - and practicing - leadership skills | 5 | S/M |
| T18 | Risk Assessment and Easy Working: understanding, identifying, and avoiding RSI -associated risks in genba. (click here for more) | 1+ | O/S/M |
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The web site dedicated to improving manufacturing competitiveness |
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genba-kanri.com |