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Lean Sensei

 Lean Sensei International - considered by many companies across

the country as an organization that delivers the “purest form of
lean” - is the only company in North America which specializes in
implementing lean philosophies strictly through coaching.
 Lean Sensei International does not operate as a consulting firm, but
instead, it acts as a “sensei” (“coach” in Japanese) on a long-term
basis to provide relentless, unbiased assistance.
 Lean Sensei International has become the “benchmark” firm when it
comes to its ability to develop a cutting-edge lean strategy to
corporations world-wide, including complex, advanced lean strategic
development and implementation work.
 Lean Sensei has deeper experience with lean kaizen techniques
than any other lean firms in Canada. In total, Lean Sensei coaches
have implemented over 1,000 projects with various companies
throughout the world.

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Copyright Lean Sensei International
 Introduction

 Companies all around the world are realizing that they need to develop an
internal Lean Sensei (Lean Coach) who can champion various lean initiatives and
implement lean projects, or risk losing business to competitors.
 More importantly, these Lean Champions must be capable of delivering true
time-saving, cost-saving projects that make a difference to the “bottom-line”.
In other words, they must be implementers first, teachers second.
 In order to advance the level of skills well beyond the current Greenbelts (who
are capable of teaching basic lean materials and implement simple lean
programs), Blackbelt program is available. The Blackbelt brings a new level of
commitment and discipline to Lean Champions through demonstrated leadership
in leading, managing, and implementing lean projects.
 The primary focus of the Blackbelt Certification is provide advanced level of lean
training that include lean strategy, lean assessment, facilitation, project
management, supply chain and others.
 Blackbelt program provides opportunities to perform advanced Kaizen Blitz that
are not typically taught or offered through other lean programs.
 In addition, every Blackbelt will take a trip to Japan – the birthplace of Toyota
Way – to visit Toyota and their suppliers to further enhance the knowledge of
lean strategy and lean culture.

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 Blackbelt’s Key Attributes

Blackbelt

Coaching & Training & Diagnostic & Gemba Lean Change

Mentoring Teaching Strategy Improvement Tools Management

Champion or “Sensei” must have a balanced

view of all organizational effectiveness
factors, including change management,
mentoring, and strategy, not just lean tools or
technique.

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 Blackbelt Program’s Core Focus

 Blackbelts must learn through an actual kaizen blitz with tangible,

measurable results in a real world environment
 This means that Blackbelts have to work side-by-side with Lean Sensei
coaches, including David Koichi Chao, and deliver real solutions through
live projects conducted throughout the program
 Blackbelts must deliver payback equivalent to 10 times the cost of
Blackbelt program to its sponsoring company
 Topics that are covered are shown in the following pages:

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Different Levels of Lean Belt Certification

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 Blackbelt Program Overview
(subject to change)
Month
Month 11 Month
Month 22 Month
Month 33 Month
Month 44

Extreme Kaizen
Lean Strategy, Lean Supply Chain Workshop to
Classroom Case Studies, & Workshop & Heijunka
Training reduce such
Customer Value (Load Balancing) items as defects

Hands-on Lean Supply chain

Extreme
Exercises / Assessment Reduction Kaizen
Blitz Kaizen

Blackbelt
Presentation
Presentation
&
Exam Blackbelt Exam

Performing / Delivering Your Specific Roles & Responsibilities Assigned to Each Participant

Homework Complete Lean Japan Lean Reduce supply chain

& Assessment of Tour Insight cost at Your Co. by
Assignment Your Own Co. Summary 25%

Creation of Blackbelt Lean Video Book Reading & Lean Blackbelt Presentation &
video Update Blackbelt Summary
Lean Belt Kick-off

Best Japan Best Exposure to Best Practices Throughout the Event and at Hosting
Practices Practice Tour Companies

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 Lean Excellence (LE) Model

Product Excellence: Conceptualization, Process Excellence: Process streams that flow

development, and creation of products or services within and outside organization that deliver direct valu
that delight or satisfy customers while providing to customers with minimal waste
maximum value

Product Process

Strategy
Suppliers Partners

People Customer

People Excellence: Hiring, training, development, Customer Excellence: Customer-driven, customer-

and sustaining of people that support and encourage centric environment that breeds customer excitement,
empowerment, inspiration, growth, learning, and can- loyalty, and positive relationship
do attitude Copyright Lean Sensei International
Module 1: Lean Strategy

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 Many aspects of the business has to come together to form a
solid strategy
 Strategy is only effective if the organization moves forward with
it and continues to evolve with the changing times
 In the Blackbelt program, participants will learn advanced
topics in lean strategic planning, including the Pilot Lean
Assessment and “VALUES” methodology, as outlined in the next
few pages.
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 “VALUES” Methodology

Value Align Lead Unite Execute Sustain

Sustain
Sustainment of
lean is only
possible through
long-term thinking.
In order to
integrate lean fully
Align into the culture, a
Execute proper
The vision and
values have to be Lead Unless the ideas infrastructure and
Value and vision are system have to be
“shaped” into a The leaders must setup for
set of guiding executed and
The vision has to ensure that people
principles and transformed into standardization
clarify how the are encouraged Unite and sharing.
hoshin kanri action,
organization and motivated to
(policy) so that organization
provides direct follow framework People have to be cannot grow and
value to the end everyone is set by the vision, united in thinking, succeed. Problem
customers. Core aligned towards values, and beliefs, and
the same vision. solving and kaizen
values and principles through mindset. have to become
“purpose” of the hoshin kanri. Development of
organization have people and talent second nature.
to be crystal is critical.
clear. Copyright Lean Sensei International
 Strategy

 The Strategy module involves the utilization of significant

methodology called the PILOT Assessment, which is a complete
front-to-back lean assessment of an organization.
 PILOT Assessment Methodology looks at how “lean” an organization
is, in terms of such areas as:
 P – Partners (suppliers, collaborators, stakeholders, that are part of the org)
 I – Input (materials, resources and information that feed into the process)
 L – Lean Process (how “lean” the process is with respect to a benchmark)
 O – Output (materials, resources/information that goes out of the process)
 T – “The Customers” – (all customers of the business, both internal and external)
 This module involves applying the PILOT Assessment and to understand the
philosophy behind Lean Strategy

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 Lean Assessment Example

Criteria NOW 3 YRS Comments

Vision & Strategy Now 3 yrs
Corporate Vision Now
Corporate Vision 5 3 yrs
Supply Chain Integration
4
Lean Manufacturing Strategy
Lean Implementation Planning 3
Communication of Strategy 2
Communication of Strategy Supply Chain Integration
1
Change Management & Environment Now 3 yrs 0
Management Mindset
Staff Attitude
Shopfloor Viewpoints
Culture
Reward & Recognition Lean Implementation Planning Lean Manufacturing Strategy
Roles & Responsibility
Balanced Scorecard
Current
Future

Agility & Adaptability

Safety

Foundation for Lean Implementation Now 3 yrs

Management Support for Lean
Management Support for Now
Budget & Resources
Lean 3 yrs
Knowledge Lean
5
Experience Lean
Lean Network 4
Lean Training Access Budget & Resources
Best Practices Access 3
Lean Training Support
Lean Training Access
2
1
Lean Philosophy in Place Now 3 yrs Lean Training Support 0 Knowledge Lean
Pull/Demand Replenishment
Just-in-Time Supply
Material Flow & Manufacturing Layout
Kaizen/CITT Environment
Single-Piece/Small Batch Production Best Practices Access Experience Lean
Vendor Relationship Management
Cellular Manufacturing
Heijunka/Leveling Lean Network

Criteria Comments
Lean Implementation Level Now 3 yrs
5S
Visual Factory
5S
Standardized Processes
5 Now
Performance Measurement
Problem Solving Tools 4 3 yrs
Vendor Managed Inventory Visual Factory
Kanban 3
Current
Future

Point of Use 2
Vendor Managed Inventory
1
Specialized Tools Utilized Now 3 yrs Point of Use 0 Standardized Processes
Poka Yoke/Error Proofing
Design for Assembly/Manufacturability
Setup Reduction
TPM/Preventative Maintenance
Kanban Performance Measurement
Six Sigma
Theory of Constraint
Problem Solving Tools
Presence of Problem Solving Tools Now 3 yrs
Fishbone Diagram & Root Cause Analysis
Pareto Chart

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 Current State Example

5S
5 Now
4 3 yrs
Vendor Managed Inventory Visual Factory
3
2
1
of Use Material Receiving 0 Standardized Processes

Kanban (external) Performance Measurement

Problem Solving Tools

capability

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Module 2: Japan Lean
Tour

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 Japan Trip

 The Blackbelt program includes a Best Practice Trip to Japan

(flights extra)
 The Japan trip is an “eye opening” experience, designed to bring
an intimate knowledge of lean culture by actually experiencing and
seeing lean in its purest form
 Visit include trips to Toyota, Toyota supplier, Nissan, and other
benchmark companies

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 In Japan, you will visit the “best of the best”.

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Module 3: Lean Supply Chain

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 Supply Chain Cost Reduction Methodology

Lean
Procurement  “Buy Less”
 Apply Lean Procurement
Process Lean principles to only buy what
you need when you need them
Simplification Inventory  “Store Less”
 Apply Lean Inventory
methodology to only carry
Heijunka materials (WIP, FG, RAW) that
you absolutely need
Balance
 “Balance”
 Balance the demand and
supply using Heijunka
principles
 “Simplify”
Lean/Toyota Thinking  Simplify the value stream
steps of all supply chain
processes to reduce waste and
associated costs
Reducing total supply chain cost
requires a holistic, strategic approach
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 Lean can be applied throughout the organization

Manage
• Strategic planning
• Performance Management • Formal Lean Assessment, SWOT Analysis
• Design Collaboration • Customer-driven value stream
• Balanced Scorecard, Hoshin Kanri
Suppliers • Cost Reduction Collaboration
• Vendor Managed Inventory • Cultural development
• Alliance & Partnering • Toyota Way • Collaborative Program
• Kanban Systems • Lean Thinking • Voice of Customer
• Procurement Matrix • Automated Processes
• Logistics Analysis • Centralized Info System
• Transportation Optimization • Demand Forecasting
• Freight Consolidation • Porter’s five forces
• Freight Auditing • Heijunk

BUY MAKE MOVE STORE SELL

• Strategic Sourcing
• Procurement Matrix
• Buying Pattern Analysis
• Consolidation
• Invoice Reduction
• Commodity Leveraging
• Specification Changes
• Procurement Cards
• 5S
• Root Cause Analysis • Warehouse utilization
• Value Stream Mapping • Kanban
• Setup Reduction • Vendor Managed Inventory
• Poka Yoke • Material Flow Analysis
• TPM • Inventory Reduction
• Root Cause (Fishbone) • Automated Replenishment
• Spaghetti Plant Layout Analysis
• Cycle Time Reduction
Design • Value Graph/Prioritization Customers
• DFA/DFM (design for assembly/manuf)
• Synchronous Engineering
• Lean Project Management
• Process Simplification Copyright Lean Sensei International
Module 4: Extreme Makeover
Kaizen

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 In this final module, Blackbelts are asked to come up with
whatever improvements necessary to satisfy the “customer” host
site.
 This includes improving everything from defects to process time –
the customer will determine if the kaizen is being performed at
their satisfaction level.
 The Blackbelts would not know anything about the hosting
company until the day of the kaizen launch.
 Lean Problem Solving (LPS) methodology will be used

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 Lean Problem Solving (LPS)
TARGET REVEAL ANALYZE NAVIGATE STRATEGIZE FINALIZE …
OVERHAUL REVIEW MOBILIZE

=TRANSFORM=

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Class Assignment: Lean
Project

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 Final Result

 In the end, Blackbelts have to produce real “results” to have an

impact on business. In the most recent Blackbelt class, the total
combined cost savings achieved during the Blackbelt class (from
the assignments conducted at their own companies) exceeded $9
million.

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 An example of the certificate

 You will receive a formal

Blackbelt Certificate upon
completion of the Blackbelt
program.

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Contact Information

David Koichi Chao, P.Eng.

President
Lean Sensei International
TEL: 604-264-1000
FAX: 604-677-5211
Email: info@leansensei.com
Website: www.leansensei.com

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