Current Next

Skill Planning Level Level

A1 The History of Lean Transformation 0 1

A2 #N/A 0 1
A3 1.1 Lean Overview The Production System 0 1
A4 Lean Leadership Principles 0 1
A5 The Management System 0 1
WHAT?

The visual facory - information centres, 5s & visual

B1 0 1
control
B2 The role of Standards 0 1
B3 Stablity tools 0 1
B4 1.2 Introduction to 3Ms - Identifying Waste and VA vs NVA 0 1
B5 Lean 5 Guiding Principles 0 1
B6 Jidoka - Build Quality In 0 1
B7 JIT - Produce Only What Can be Sold 0 1
B8 Respect for Humanity & Social Responsibility 0 1
E1 Contducting a Diagnostic - Plan and presentation 0 1
E2 Viewing the Business as a System 0 1
1.4 Baseline
E3 Strategy - Finiding the Key Levers 0 1
Diagnostic
E4 Identifying the Financial Opportunity (ROIC) 0 1
E5 Executing Lean Assessments 0 1
F1 Understanding Bottlenecks/ Constraints 0 1
WHY?

F2 1.5 Establishing the Creating Value for Shareholders 0 1

F3 Compelling Need Using ROCE / ROIC / NPV 0
F4 0 0 1
F8 Defining Implementation Loops & Approach 0 1
G1 Creating High Level Master Schedules 0 1
G2 1.6 Plan and Kaizen Establishing the Change Management Approach 0 1
G3 Generating quick wins - Kaizen plan & methods 0 1
G5 Aligning All Functions 0 1
I1 Lean Awareness training 0 1
I2 2.1 -2 Change Lean fundementals training 0 1
I3 Agent Training Lean Leadership training 0 1
I4 The Change Agent Model 0 1
J1 Blue Sky Workshops 0 1
J2 #N/A #N/A 0 1
J3 Improving Communication Channels 0
J8 Lean Skills Matrix 0 1
HOW?

K1 Training needs analysis 0 1

#N/A
K2 Training and Development in Lean 0 1
K3 0 0 1
K7 Value Stream Mapping - current state Learning to see 0 1
Scientific method in Lean - Problem solving at every
K8 0 1
level - the link to strategy
L1 Value stream mapping - ideal state and full potential 0 1
2.4 - 6 Value
L2 Value Stream mapping target state 0 1
Stream Mapping
L3 Creating a Master Schedule 0 1
L4 Writing an A3 for Business Case 0 1
L5 Facilitating a VSM - current, target, and A3 0 1
L7 KPI Hierachy 0 1
L8 Setting Targets 0 1
M1 3.1.1 Visual CCC Strips 0 1
M2 Performance Improvement Plans 0 1
M3 Management Progress Review 0 1
M4 Running an information centre 0 1
M5 PPS & A3 process for problem solving 0 1
M8 5s philosophy and workplace standards 0 1
N1 Sort 0 1
STABILITY TOOLS

N2 Set 0 1
3.1.2 5s
N3 Shine 0 1
N4 Standardise 0 1
N5 Sustain 0 1
N8 TPM philosophy and benefits 0 1
O1 Autonomous Maintenance 0 1
O2 OEE/AUR 0 1
O3 3.1.3 TPM Effective Training 0 1
O4 Planned Maintenance 0 1
O5 Early Equipment Management 0 1
O6 TPM Workshop 0 1
O8 Toyota DNA - Rule 1 All work is standardised 0 1
P1 Standardisation vs Kaizen & the tools 0 1
P2 Work Standardisation & the tools 0 1
P3 3.1.4 Standard Long Cycle Time Standardised Work 0 1
P4 Work Standardised workproblem solving workshop 0 1
P5 Operator selection and training in lean 0 1
P6 0 0 1
P7 0 0 1
P8 Introduction to TPS quality quality 0 1
Q1 Poke Yoke 0 1
Q2 Statistical Process Control 0 1
Q3 Red Workshop 0 1
3.1.6 Quality Conrol
Q4 Yellow Workshop 0 1
Q5 Blue Workshop 0 1
Q6 Green Workshop 0 1
JIDOKA

Q7 Jidoka Milestone Auditing 0 1

Q8 Unit Time of Work 0 1
R1 Problem Solving Boards 0 1
3.2.1 Introduce
R2 Andon Systems 0 1
Visual Control
R3 Fixed Position stop 0 1
R4 Escalation and Quality problem solving in toyota 0 1
S1 What is Jidoka 0 1
S2 Autonomation 0 1
S3 3.2.2 Andon Designing the span of control 0 1
S4 Role of the Lean Team Leader 0 1
S5 Team Leader Workshop 0 1
T1 Toyota DNA - Rule 2&3 Connection and flow paths 0 1
T2 Takt Time 0 1
T3 3.3.2-3 Streamline Spaghetti diagrams & PQ analysis 0 1
T4 the process for Specification Rationalisation 0 1
continuous flow
IME
 3.3.2-3 Streamline
the process for
T5 continuous flow VSM Designing the productions system for Continuous 0 1
flow
T6 Setting EPE 0 1
T7 QCO SMED 0 1
U1 Demand and Load Levelling (Heijunka) 0 1
JUST IN TIME

U2 Heijunka Box 0 1
U3 One Piece Flow 0 1
U4 Establishing Stores 0 1
3.3.4 -5 Levelling
U5 Separation of transport and Work 0 1
U6 Levelling by Part (heijunka) 0 1
U7 0 0 1
U8 0 0 1
V1 Difference between Push and Pull 0 1
V2 Types of Pull Systems 0 1
V3 Types of Kanban 0 1
V4 Batch Size and Signal Point 0 1
6. Pull System
V5 JIT simulation game 0 1
V6 0 0 1
V7 0 0 1
V8 0 0 1
W1 Lean organisation structure & leader role 0 1
W2 Organisation Role of the Lean Leader 0 1
Developing and agreeing new Roles and
W3 0 1
Responsibilities
X1 Understanding the PDC⁁祣汣ꕥ?湕敤 0 1
X2 Jishuken and the Toyota method of kazien 0 1
X3 4. Continuous Standardised work Kaizen 0 1
MANAGEMENT SYSTEMS

X4 Improvement Machine Cycle Time Kaizen 0 1

X5 Yamazumi & Work Balance 0 1
X6 0 0 1
Y4 Capability Measurement Process 0 1
Y5 Feedback & Review Process 0 1
Y6 Capability Building Create Training / Experience Solutions 0 1
Y7 Assess Capability vs.Requirement & Agree PDP 0 1
Y8 0 0 1
Z1 3.3.1 Hoshin Hoshin Planning and policy deployment 0 1
Z2 Planning and A3 Thinking - writing an A3 0 1
Z3 Measures Lean Measures 0 1
AA
Quality Function Deployment - One team for design 0 1
1
AA Lean Design and
Human Factors in Design 0 1
2
AA Construction
Lean Layouts 0 1
3
AB
Layered Audits 0 1
1
AB
Waste Walks
敧敭瑮(吀敨倠慲瑣捩污䌠慨杮⁥ 慍慮敧敭瑮䄠灰潲捡蹨? 0 1
2
AB
The Role of Working Menus 0 1
3
AB Audits 牐扯敬楤条潮楳⁳湡⁤硥捥瑵潩景洠楡瑮湥湡散戠⁹灯牥瑡
Standard work Auditing 0 1
4
AB 牯ⱳ映敲楥杮甠⁰慭湩整慮据⁥牣睥⁳潴映捯獵漠牰摥捩楴
5s Auditing 0 1
5
AB 敶愠摮瀠敲敶瑮瑡癩⁥慭湩整慮据⹥ş吀䵐传敶癲敩⁷扡汩
0 0 1
6
AC 瑩⁹潴搠獥牣扩⁥桴⁥敫⁹潣灭湯湥獴瑳畲瑣牵⁥湡⁤祳瑳浥⁳敮
0 1
1
AC 捣獥牡⁹潴猠灵潰瑲吠䵐瀠潲牧浡摥獵捯映祮慰浯䌮敳
#N/A Project Management 0 1
2
AC 晬搭物捥整Ɽ挠潲獳昭湵瑣潩慮潷歲朠潲灵ⱳ眠牯楫杮
Stakeholder Management 0 1
3
AD 琠杯瑥敨 ⁲潴椠灭潲敶琠敨漠敶慲汬攠晦捥楴敶敮獳漠⁦ 桴⁥
ANAGEMENT

Shop Floor Focus Groups 0 1

1
AD Interviewing and 煥極浰湥⁴湡⁤牰捯獥敳⁳楷桴湩琠敨物愠敲⹡†浉牰癯摥瀠
Middle Management Coaching 0 1
2 Facilitation 牥潦浲湡散椠⁳捡楨癥摥甠
CHANGE
 MANAGEMENT
Interviewing and
AD Facilitation
3
AE CHANGE #N/A 0 1
0 0 1
1
AE
0 0 1
2
AE
0 0 1
3
AE 0
0 0 1
4
AE
0 0 1
5
AE
0 0 1
6
AF
Effective Task Assignment - CPQQRT model 0 1
1
AF
Communication Effective Listening 0 1
2
AF
Presentation Skills 0 1
3
Detail of Planned Activity to Achieve Next Level
Plan Plan
Review
Start Finish Reviewed by
Date
Date Date