SME/AME/Shingo/ASQ Lean Certification Development & Application for Synergies in the Northeast Lean Systems Summit - Northeast

Transcription

1 SME/AME/Shingo/ASQ Lean Certification Development & Application for Synergies in the Northeast Lean Systems Summit - Northeast Terry Begnoche Member & Industry Relations Society of Manufacturing Engineers

2 Leading the of Lean

3 There can be no improvement where there are no standards M. Imai p.74 Kaizen Continuous Improvement now comes with a Standard!

4 It s People Who Make the Difference over Time!

5 What can we do better by working together? (2003-6)

6 Excerpt Steve Thompson SME Lean Mfg. Enterprise Tech Group - Feb 10, 2004 Hello, this note is an invitation to engage at the ground level with ongoing dialog by the SME Lean Group. We are building a group focused on, and agreeing upon what constitutes a Lean body of knowledge. Our vision is to leverage this body of knowledge as the operational definition needed to enable the industry to collaborate on things. It provides a basis for potential testing and certifications that could raise the quality of Lean practitioners and consultants to a consistent and recognized standard. We would of course look at this with lifelong learning and improvement built-in. We would like your participation and invite any associates you believe would add value to this effort. This is both an opportunity to share your knowledge and gain knowledge from others.

7 Lean Certification History Driven by members of the alliance organizations Original partners came together to lead industry in the development of a universally recognized professional credential that: Differentiates and progresses with Lean knowledge and competency Provides standard methodology for measuring Lean knowledge and accomplishment Focuses on the development of Lean professionals Facilitates alignment of lean practices

8 Lean Blitz Week at SME

9 Name Game Belts? This has been a challenging topic. We have some very strong positions on both sides, against Belts and for Belts. quote Steve Thompson No good deed goes unpunished. Steve

10 Developing - Exam-Portfolio-Mentoring 7/2005

11 By the People for the People AME Boston 2005

12 Lean Certification History Shingo Model provided model/basis for transformation (adapt for individual) Active participation from 160+ lean practitioners for development Validated through study in early 2005 (follow on study in 2007) More than an exam-only certification: required evidence of practice through a portfolio (displays both candidate s knowledge and application of knowledge) Launched 2006

13 Who is using the program? Manufacturers: food processing and packaging, aerospace, medical device, transportation, telecommunications, biotech Companies: health care, financial services and consulting organizations are using this program to help develop their employees Organizations and colleges: creating entire training programs that result in certification requirements for specific job functions. Integrating the bronze exam only as an outcome assessment

14 Helping People on the Journey I earned my Lean Bronze Certification while working within the automotive industry. When my position was eliminated due to restructuring, I was able to leverage my certification in Lean to make a successful transition to the Healthcare industry. The certification made it possible to market my skills and abilities in a totally different industry, resulting in an increase in responsibilities and salary. The knowledge that I gained going through the certification process - reading the recommended books, understanding how to document my project work in my portfolio, and capturing my education credits is invaluable. Tim Pettry, Lean Bronze Certified, Cleveland Clinic

15 Candidate/Corporate Benefits Identifies candidates capabilities outside of a resume Candidate meeting a minimum requirement set Continuing investment in their education & development A workforce development roadmap for employees and for companies It s a win/win Common foundation to an industry standard!

16 Lean Certification Overview Candidates: Lean is a significant component of their career Desire to advance their scope of lean responsibilities and capabilities Represent a variety of industries and functions within an organization

17 Lean Certification Program Gold Level Strategic Silver Level Integrative Bronze Level Tactical Each level must be completed before progressing to next level KNOWLEDGE + EXPERIENCE = LEAN STRENGTH

18 Bronze Level - Tactical DESCRIPTION AFFECT EXPERIENCE Tactical lean is the deployment and application of lean principles, concepts and methods locally, within a work group or value stream. This may be a workshop or project focused on implementation of specific lean concepts or techniques. Local: Processes within a work group or value stream. Candidates are operating under the guidance of others. Much focus is on usage of lean tools. 80 hours of training Solid understanding of lean principles and tools Ability for tactical implementation that drives improvements and shows results

19 Silver Level - Integrative DESCRIPTION AFFECT EXPERIENCE Integrative Lean is the integration of lean activities, coupled with organizational restructuring, necessary for transformation and sustainable lean operation of a complete value stream. Value Stream: Value Stream is defined as any process that has a defined customer and supplier (including internal), material flow and information flow. The process should include multiple operations or tasks that require the use of several people, machines or equipment. Experience as a lean project leader on value stream transformations. 160 hours of training (80 Bronze + 80 new) Moved into leadership roles Experience mentoring and/or coaching individuals or teams.

20 Gold Level Strategic DESCRIPTION AFFECT EXPERIENCE Strategic Lean is a lean transformation of a business or organization. This requires at least two business transformation projects that include two or more of the classic value streams of: New product development Order through delivery Supply chain Administrative functions Enterprise: A business or organization systematically working toward a common goal. This may be an entire company, a plant, a business unit, a satellite office, and may include external suppliers and customers. Understanding of lean transformation across an entire enterprise. 200 hours of training (160 Silver + 40 new) Influence and authority over assets, processes and people. Lead ongoing business transformations to a lean model.

21 Lean Certification Components

22 Exam Testing lean principles & practices across the cognitive types of: Knowledge: recall/comprehension Application: applied knowledge (e.g. problem solving) Judgment: using knowledge & application to choose the BEST of 4 possible answers Exams are mutually exclusive Questions appropriate to the level of certification sought

23 Experience Portfolio Documentation of Lean projects and results. Progressive: portfolios at each level of certification increase in scope and impact as levels progress. Peer reviewed.

24 Mentoring and Coaching Silver & Gold Levels Only The role of the senior Lean practitioner is to apply Lean knowledge, share that knowledge with others, and develop the community of professional Lean practitioners. Mentors provide technical advice regarding Lean, guide others through their certification projects and the certification process, and accelerate individual growth.

25 Mentoring Along the Way

26 Persistence

27 Lean Registry: mentors/coaches Connect with other practitioners including SME AME ASQ- Shingo Prize Certification Holders Search for more experienced mentors those who have gone before Set up blogs, discussions, groups as a support network NEW! discussion group for Lean Certification.and much more!

28 Connecting "I am pleased to have recently earned Lean Bronze Certification (LBC). By using the Lean Registry, I was able to connect with a lean practitioner who mentored me with my portfolio writing. Over the course of working together, I was able to get answers to the questions I had about the process and received clarification on the gaps within my portfolio. I believe that this mentoring was key to helping me achieve a high scoring and passing portfolio. -- Sharon Stirler, LBC Production Control & Improvement Sargent Aerospace & Defense

29 Look Who Popped Up?

30 Interview: Gold Only Evaluation of Lean Practice Structured interview conducted by peer group Includes scenario outside candidates normal operating environment to assess application of Lean thinking

31 Lean Bronze Certification: Candidate Process Candidate prepares for exam/acquires reference materials Candidate submits certification application and tentative exam date to SME SME sends applicant kit and proctor forms to candidate SME confirms exam date with proctor SME sends exam information and/or materials to proctor Candidate submits portfolio to SME Recommended: Candidate has portfolio reviewed by colleague before sending to SME Candidate begins working on portfolio Within 30 business days of exam, SME sends results Exam Happens SME sends portfolio for peer review and scoring Results sent to candidate (candidates may need to edit portfolio and resubmit) Portfolio results and certification status sent within 60 days of portfolio receipt Upon successful Bronze Certification, start training and development for Silver Certification Candidacy

32 Starting the Bronze Certification Journey Deep dive into Bronze

33 Bronze Candidates are Tactical Tactical Lean: Tactical lean is the deployment and application of lean principles, concepts and methods locally, within a work group or value stream. This may be a workshop or project focused on implementation of specific lean concepts or techniques. Local Affect: Processes within a work group or value stream. Candidates are operating under the guidance of others. Much focus is on usage of lean tools.

34 Lean Bronze Candidate Profile Possesses a solid understanding of the basic principles and tools of Lean Ability for tactical implementation that drives improvements and shows measurable results Ability to teach the basic tools of Lean. Expected to be working under the guidance of a value stream leader or equivalent.

35 Bronze Candidate Profile: Knowledge & Skills Knowledge of the basic principles and techniques of lean as applied to: Factory, Office and Service Team Facilitation Project Management Appropriate Measurement of Results

36 Candidates must demonstrate skills and knowledge of Lean Basics: Cause and Corrective Actions Cellular Layout/Concepts Flow Jidoka Mistake Proofing Problem solving Pull/Kanban SMED (Single Minute Exchange of Dies) Standard Work Tactical results measurement (initial goal, results to goals, discussion on gaps) Takt time/customer demand Total Productive/Preventative/Predictive Maintenance (TPM) Value 5S Waste (Value Added/Non Value Added) Visual Management Gap analysis Team facilitation Team dynamics Planning methods/control methods (e.g. evaluate project risks, communication, logistics, describe how you use A3, etc.) Assessing level and trend of improvement (candidate is capable of evaluating and communicating progress to plan/goal, progress to previous checks, maintaining stability)

37 Lean Bronze Exam Fundamentals of the principles & practices of lean Tactical (tools-based) knowledge, application and judgment For advanced topics (e.g. hosin planning), basic knowledge is expected 75% cut score

38 Then Lean Certification Portfolio

39 First Step: 80 hours (Training, Education & Development)

40 Education, Training & Development 80 hours that includes 3 or more professional development activities: Classroom training Hands on programs Web-based seminars Conference programs Training you ve delivered Videos Books Structured plant tours.etc..

41 Portfolio Projects Project Defined: A project is a focused effort to support a Lean transformation of a process or resource. A project may be a subcomponent of a larger value stream Lean transformation, with clear, defined parameters. A project must have defined objectives and measurable outcomes.

42 Definition of a Project A project is a focused effort to support a Lean transformation of a process or resource. Focused requires a PDCA approach Support supports/connects with an overall lean effort in a tactical area Process/resource target is clearly identified/defined

43 Project Definition (cont d) A project may be a subcomponent of a larger value stream Lean transformation, with clear, defined parameters. Project is scoped Boundaries are clearly defined Project may be a stand alone event OR part of a series of projects that lead to value stream transformation

44 Project Definition (cont d) A project must have defined objectives and measurable outcomes. Defined objectives - clearly define what the target improvements are Measurable outcomes identifiable metrics, and evaluation of actual to plan Leader/facilitator and team members clearly understand their roles, objectives and desired outcomes

45 Types of Projects (examples only) Cellular Layout Quality at the Source Mistake Proofing (Poke Yoke) Load leveling (Heijunka) Line Balancing Total Productive/Preventative/Predictive Maintenance (TPM) 5S Visual Management Pull/Kanban System SMED (Single Minute Exchange of Dies)/Quick Changeover Standard Work

46 Project Components 1. Introduction Information 2. Plan 3. Do 4. Check 5. Act/Lessons Learned

47 Project: Introduction Info Project Title Industry/Organization Function Affected Problem Statement Start Date Role in the Project & Team Selection

48 Project: Plan 1. How were you involved in project selection and definition? 2. How did you participate in the documentation of the current condition and target condition? 3. What metrics did you use in the project? 4. What planning methods did you use?

49 Project: Do 1. Describe your contribution to the project. 2. Describe proposed countermeasures/solutions and implementation. 3. Describe the lean principles and methods you used in the project.

50 Project: Check 1. What was your role in the check process? 2. How did your results compare to your target condition? 3. What is your assessment of the level and trend of improvement?

51 Project: Act/Lessons Learned 1. Project Reflection (250 words / ½ page maximum) What have you personally done to sustain this project? What do you think are the next improvement steps for this project? What lessons did you learn from/about the project?

52 Portfolio Reflection 1. What are your lessons learned through completing the lean certification portfolio process? 2. What has been the greatest challenge in your lean journey and how did you address it? 3. What changes could you make in your lean implementation process that could make you more effective? 4. What is your three to five year personal lean developmental /continuous improvement plan? 5. What do you see as the greatest challenges to achieving your plan and how do you plan to overcome them?

53 Sample portfolio projects & reflections Body of Knowledge Recertification Requirements Portfolio Instructions Guide for effective mentoring other good stuff!

54 Portfolio Review Before you submit have someone else review it! Submitted portfolio is peer reviewed Each project must pass and the reflection must pass for the portfolio to pass Project pass point: 12/15 points Reflection pass point: 20/25 points

55 What Reviewers Look For Progression/growth through portfolio Diversity of projects Use I extensively when writing your portfolio projects Understanding of principles and appropriate application (scored for each question) Ability to reflect

56 Portfolio Submission Upload online (through your profile page) Portfolio results will be returned within 60 business days

57 Current Collaborations NE Lean Certification Review Programs by people-for-people August 24-25, 2010, Brooklyn Park, MN (Minneapolis area) September 15-16, 2010, Appleton, WI September 17-18, 2010, Rocky Hill, CT September 23-25, 2010, Phoenix, AR October 7-8, 2010, Worcester, MA October 13-15, 2010, Denver, CO October 26-27, 2010, Columbia, MD November 11-13, 2010, Springfield, MA December 2-3, 2010, Ballerup, Denmark

58 The Oversight and Appeals Committee a.k.a. The Sick and Wrong Club 3 representatives from SME 3 representatives from AME 3 representatives from Shingo ASQ what costumes to come?

59 Having Fun by Doing Good Together!

60 Helpful SME Staff Kris Leadership & Strategy Kelly Committees Jamie Helps Applicants

61 NE Lean Opportunity? What good can we do better by working together? What? Why? When? Who? Where? How? Purpose, Process, People (thanks LEI) Leveraging this is up to you/us for the NE! With a shared standard we can improve

62 Questions/Comments? Thanks! Terry Begnoche Member & Industry Relations Manager Society of Manufacturing Engineers