In this course, you will be able to learn the math and science underlying the Lean Principles. It helps you to diagnose process performance issues, and develop coherent and logical solutions quantitatively.
This course begins by explaining how organisations generate value, how value is tied to its financials and what are its drivers. You will also understand how simple building blocks could be used to construct complex value networks, not just linear value streams.
As you move forward in the course, you will learn about the Little's law, how it works, and how to apply it in practical situations. Little’s law is referenced throughout the course in various Lean concepts.
You will be familiarised with process quantities such as Flow Time, Throughput, WIP, etc., understand how are they related mathematically, and how to use these terms to diagnose problems and develop improvement solutions.
You will be able to appreciate why running operations at high utilisation reduces speed, and understand the effect of Variability on various process parameters.
You will learn and apply Capacity laws and understand the significance of V-U-T equation. You will be familiarised with the arithmetic to calculate process measures at the Value Network level.
Finally, you will learn and be able to apply the scientific basis behind the Lean Principles such as Line Balancing, One Piece Flow and Pull System.
SIPOC framework is introduced to explain how value is generated/ delivered, with several every day examples.
In this lesson, we discuss how complex networks can be built from simple building blocks. Basic building blocks such as buffers, activities, control flow, resources and equipment are explained.
Various quantities and measures of value networks are introduced. Performance metrics that give competitive advantage are discussed.
The most important "law" that helps to understand Lean concepts as well as design value networks is discussed with an example.
The definition and expression for capacity is introduced and elucidated with an numerical example.
Utilisation as a ratio of Throughput to Capacity is discussed. Variation and Capacity Laws are introduced.
VUT equation, or Kingman's formula is introduced and VUT equation can be leveraged to improve operations is explained.
Various causes of waiting time or delays, such as variation, availability, queuing policies, rework, etc., are explained.
The purpose and intent and analysing Value Networks is discussed.
Various Value Network motifs that could be used to create complex Value Networks are explained.
This lesson explains what are Bottlenecks and how can they be avoided or removed.
This lesson explains how Rework contributes to the waiting time or delays, resulting in higher flow times and WIP.
This lesson explains how to perform the arithmetic when two lines join in a Value Network.
This lesson explains the role parallel activities play in the dynamics of a Value Network.
The Lean principle of Value Add vs Non Value Add is discussed.
The Lean concept of Line Balancing or Load Levelling is discussed quantitatively using quantities such as Throughput, Capacity, Takt Time, etc.
The concept of One Piece Flow is introduced and explained with a numerical example. It is demonstrated clearly that One Piece Flow does not work in all situations and the alternatives are discussed.
The concept of Pull System is introduced with an example and explained for both Make to Order (MTO) and Make to Stock (MTS) configurations. Kanban and CONWIP are discussed.
SMED, or Quick Changeover is introduced and the underlying science is explained using the Little's Law.
This lessons explains the scientific basis for Standardised Work.
Yoets Consulting leverages decades of experience in Process Excellence, Operations Strategy, Lean Six Sigma, Data Science, Corporate Finance, Strategy, etc. in producing and delivering solid training content to learners worldwide. We have trained people across the industry sectors and have advised corporate clients across in UK, Europe and US.