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Using Lean for Perfection and Quality
Rating: 4.4 out of 5(42 ratings)
7,025 students

Using Lean for Perfection and Quality

Applying Lean in Service and Manufacturing Organizations
Last updated 11/2025
English

What you'll learn

  • Recognize activities that comprise 5S
  • Recognize strategies for using Hoshin Kanri to address a problem within an organization
  • Match steps in the PDCA cycle to actions that would be carried out at each step
  • Sequence examples of activities that occur during the jidoka process
  • Match types of waste with examples of how they can be eliminated through standard work

Course content

1 section35 lectures3h 12m total length
  • Course Overview2:15

    Lean methodology comprises a powerful set of tools designed to optimize perfection and quality in a manufacturing or service organization.

  • Effective Learning7:04

    Effective Learning

  • Course Choice, Skill Development and Prior Knowledge
  • FAQs1:02

    FAQs

  • Program Overview13:17

    The Lean for Business Organizations course includes the following 6 sections:

    1. Introduction to Lean for Service and Manufacturing,

    2. Using Lean for Perfection and Quality,

    3. Lean Tools and Techniques for Flow and Pull,

    4. Reducing Waste and Streamlining Value Flow Using Lean,

    5. Value Stream Mapping in Lean Business, and

    6. Applying Lean in Service and Manufacturing Organizations.

  • 5S: Workplace Organization and Standardization1:36

    After completing this topic, you should be able to recognize activities that comprise 5S

  • Organizing your Workplace with 5S3:28

    Organizing your Workplace with 5S

  • Tire Manufacturer1:28

    Use this learning aid to help you answer the question.

  • The Science of Better Learning5:14

    The Science of Better Learning

  • Technical Support Center0:42

    Technical Support Center

  • Insurance Claims0:50

    Use this learning aid to help you answer the question.

  • Boat Manufacturer0:34

    Use this learning aid to help you answer the question.

  • Applying 5S0:23

    Use this job aid to help you apply the 5S method in your organization.

  • Why keep things neat?3:56

    Keeping things neat and organized gives him more space to work in and cuts out a lot of wasted time and effort.

  • Implementing 5S16:02

    With Lean, you can achieve an orderly, tidy workspace by following the five-step process called 5S.

  • Fundamentals of Lean: Hoshin Kanri1:39

    After completing this topic, you should be able to recognize strategies for using Hoshin Kanri to address a problem within an organization and to match steps in the PDCA cycle to actions that would be carried out at each step.

  • Concepts, Insights and Inquiries
  • Using Hoshin Kanri and the PDCA Cycle3:18

    Using Hoshin Kanri and the PDCA Cycle

  • Hoshin Kanri and PDCA5:16

    A philosophy surrounding the ancient art of Japanese sword fighting emphasizes the concept of "ho" – meaning strategy or method.

  • Planning6:57

    The planning stage of the Hoshin Kanri initiative maps to the plan phase of the PDCA cycle.

  • Execution3:48

    The project execution stage in a Hoshin Kanri initiative aligns with the do and check steps in the PDCA cycle.

  • Reflection3:39

    The reflection stage of a Hoshin Kanri initiative aligns with the act step in the PDCA cycle.

  • Fundamentals of Lean: Jidoka and Poka Yoke0:47

    After completing this topic, you should be able to sequence examples of activities that occur during the jidoka process

  • Using Jidoka and Installing a Poka Yoke3:55

    Using Jidoka and Installing a Poka Yoke

  • Introducing jidoka5:20

    If you're following Lean principles, the production line stops as soon as defects occur.

  • Detecting a problem5:28

    People can detect problems in three ways. The first is through observation and inspection.

  • Stopping and fixing the problem3:37

    In jidoka, once you've detected the abnormality or problem, you stop the process.

  • Installing a poka yoke4:53

    The final step in applying jidoka is to investigate the root cause of a problem and then to install a poka yoke – or take other measures – to prevent the problem from recurring.

  • Fundamentals of Lean: Standard Work1:00

    After completing this topic, you should be able to match types of waste with examples of how they can be eliminated through standard work.

  • Understanding the Concept of Standard Work3:53

    Understanding the Concept of Standard Work

  • Principles of standard work6:38

    If you have the recipe for doing something right and you follow it step by step, you'll get the best results.

  • Eliminating the seven types of waste11:58

    Implementing standardized work helps you eliminate waste and facilitates the application of Lean principles.

  • Using Lean for Perfection and Quality1:59

    Lean methodology comprises a powerful set of tools designed to optimize perfection and quality in a manufacturing or service organization.

  • An example - Lean Healthcare11:53

    An example - Lean Healthcare

  • What Does Being a Project Manager Actually Mean?13:27

    What Does Being a Project Manager Actually Mean?

  • Practical Activity: Implementing 5S
  • Using Lean for Perfection and Quality
  • Using Lean for Perfection and Quality
  • The Power of Professional Development17:51

    The Power of Professional Development - Why Investing in Your Career is Always Relevant

  • Takeaways, Practical Applications and Endorsements
  • Applied Knowledge is the Real Power17:45

    You think knowing stuff changes the game? You think sitting in a library, stacking up facts like you’re building a Jenga tower, is gonna make you a winner? Man, that’s cute. But life ain't a trivia night. Information alone? It’s worthless. It’s like having a Lamborghini in your garage but you never learned how to drive. You just sit in it, making engine noises. Vroom vroom. People walk by, they see the car, but they also see you ain't going nowhere. You got all this knowledge, all these textbooks, but when life throws a punch, you’re still looking up the definition of "duck." It’s what you *do* with that information that actually matters. Don't be the person with the shiny car and no keys.

Requirements

  • No course requirements or prerequisites

Description

The Using Lean for Perfection and Quality Course is part of the Lean for Business Organizations Program includes the following 6 sections: 1. Introduction to Lean for Service and Manufacturing, 2. Using Lean for Perfection and Quality, 3. Lean Tools and Techniques for Flow and Pull, 4. Reducing Waste and Streamlining Value Flow Using Lean, 5. Value Stream Mapping in Lean Business, and 6. Applying Lean in Service and Manufacturing Organizations

Lean for Perfection and Quality

Today's markets are very competitive and customers insist on the best quality products for their money. This means that businesses must actively pursue perfection to keep their customers and to retain their market share.

Pursuing perfection and excellent quality are important principles of Lean thinking. Continuous improvement, the elimination of waste, and striving toward zero defects all help organizations attract and keep customers, and so increase their profitability.

This course on Using Lean for Perfection and Quality introduces four Lean tools organizations use to strive for perfection and improve quality – 5S, Hoshin Kanri, jidoka and poka yoke, and standard work.

As you work through this course, you'll find out what these tools are, their purpose, and how the tools are used. You should then be able to recognize how the tools may be used in your own organization.

The course provides examples of how the Lean tools can be applied in both manufacturing and service organizations. It will help you assess your own organization's needs and determine how you can apply the tools to perfect what you offer.

That’s it! Now go ahead and push that “Take this course” button and see you on the inside!

Who this course is for:

  • Individuals who have responsibility for reducing costs and waste, and improving efficiency and customer value at the organizational or departmental level