Course description
In The LEAN Process – a DIY Process, you'll learn ...
- How to measure individual performance and productivity
- Capacity planning – knowing how much your team or your facility can produce
- Strategic maintenance management
- How to keep raw materials flowing in to maximize production
Overview
Credit: 8 PDH
Length: 132 pages
Much has been written about the LEAN manufacturing (lean enterprise or lean production) practice that “considers the expenditure of resources for any goal other than the creation of value for the end customer to be wasteful, and thus a target for elimination.”
First let me assure you, THIS IS NOT A REHASH OF THAT! There are many volumes available to present that topic from every possible angle telling readers the WHAT and WHY of LEAN practices. Unfortunately, there are not as many telling you HOW.
This course is an attempt to fill that gap in a non-technical, basic examination of several of the concepts within LEAN from a practical application standpoint asking the question, “How do I translate that flowery rhetoric into real-time use in my situation?”
The primary audience for this course is managers or senior engineers with the influence and authority to implement the techniques and practices that are described in the course. There is some math in the course. Naturally, math is nothing new to engineers but there is a chance that the reader hasn’t used it in the manner we present.
While there’s no guarantee you will be successful using these techniques, it’s important to note that all of them have been used effectively in operational settings and will work if given an honest effort to implement them. The extent of their success depends on the skills of the implementer and the support received from upper management.
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Upcoming start dates
Who should attend?
Certificate of Completion
You will be able to immediately print a certificate of completion after passing a multiple-choice quiz consisting of 60 questions. PDH credits are not awarded until the course is completed and quiz is passed.
Training content
This course teaches the following specific knowledge and skills:
- Compare and contrast productivity with just being busy.
- Clarify their expectations with elements of quality, quantity, and time.
- Explain why much workplace stress stems from poorly defined expectations.
- Reduce much of their workplace stress by asking leaders for clarification of expectations.
- Explain what SMART goals are and why they are important
- Write their own measurable performance goals and help others with theirs.
- Identify the critical elements necessary for productivity.
- Define and construct “feedback loops” for their work setting.
- Contrast the advantage of sharing information with employees instead of hoarding it to make them seem indispensable to the department.
- Analyze floor plans for optimal work flow
- Analyze work flows to determine their current efficiency
- Explain and apply the principles of ‘line balancing’
- Determine work process flow adequacy
- Revise workflows to improve efficiency
- Explain the concept of ‘flow time’
- Create optimal production cycle timing
- Apply three capacity planning strategies effectively.
- Apply the skills learned to practice exercises within the course
- Learn how to integrate your maintenance program into the business plans of the company
- Be able to identify the four broad generational stages of the evolution of maintenance
- Know how to develop the internal talent necessary to maintain the equipment and machinery of your business
- Be able to identify several major changes in the external business environment that present an increasing challenge to maintenance professionals today
- Be able to identify four reasons why people are one of the major changes in the business environment
- Be able to identify two reasons why processes are one of the major changes in the business environment
- Be able to identify three reasons why plants are one of the major changes in the business environment
- Be able to list four reasons for the “WHAT” of strategic maintenance management (SMM)
- Be able to list six reasons for the “WHY” of strategic maintenance management.
- Be able to list four reasons for the “HOW” of strategic maintenance management
- Be able to ask several relevant questions about talent development issues
- Be able to ask several relevant questions about talent deployment issues
Costs
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