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Commences December 4th '12
 (Leamington Spa)

1250+VAT per delegate

inclusive of:

  • Comprehensive training manual

  • Lunches and refreshments

4book places



This training will provide Lean leaders and practitioners with the confidence and tools to lead practical Lean improvement activities in their companies. Participants will leave the training skilled and ready to deliver measurable benefits back to their business through the elimination of waste, improved process performance, and more efficient product and process. They will be able to identify and scope a range of improvement activities that can be cascaded through different levels of the organisation. The training content also includes the key facilitation skills to help Lean Belts lead small teams in practical mapping and waste elimination activities. Practical exercises and case studies are used throughout the programme to reinforce the learning. This programme is also available on an in-company basis, and can be tailored to suit specific needs, incorporating actual processes from your company as a basis for live improvement activity.



The Smallpeice accreditation process for Business Lean Belts is based on the review and assessment of a series of practical improvement projects.


Taking a Value Stream Approach

Analysing the
Current State
Developing the
Future State
Overcoming Barriers to Developing Flow and
Selling the Vision

December 4

December 5

December 6

December 7

Principles of Lean Thinking

  • Understanding value

  • 8 wastes

  • Linking Lean and Six Sigma approaches

  • Fit with the DMAIC approach

  • Reaping the quick wins


Understanding the Current State Value Stream

  • Concept of a value stream

  • Current state mapping

  • Case study: current state value
    stream map

  • Facilitating current state mapping

  • Planning & running the activity

  • Case study: current state mapping

Analysing the Current State

  • Balancing load and capacity

  • Finding and analysing bottlenecks

  • Cycle time and workload analysis

  • Lead time analysis


Detailed Process Analysis

  • Process sequence charts

  • Spaghetti diagrams

  • Waste walking

  • Approaches to work studies


Assessing the Lean Foundations

  • Principles of basic workplace organisation and process management

  • Enablers for a culture of continuous improvement

  • The role of leaders in a Lean organisation

  • Approaches to strengthening the Lean foundations

Steps for Creating a Future State Map

  • Creating a Lean vision

  • Developing a 'must be' list

  • Step by step guide to developing the future state map

  • Strategies for creating continuous flow

  • The application of pull systems in a transactional environment

  • Mistake proofing the process


Process Control Strategies

  • Making processes visible

  • Methods for scheduling and tracking work


Developing the Improvement Plan

  • Identifying people and skills requirements

  • Developing the improvement plan

Barriers to Developing Flow

  • Dealing with fluctuations in customer demand

  • Dealing with functional silos the role of the value stream manager

  • Dealing with non repetitive work

  • Dealing with complexity


Selling the Lean Vision

  • Alternative approaches to developing and communicating the future state

  • Building a business case

  • Hint and tips for communicating the future state

  • End of week case study exercise


Commences December 4th '12
 (Leamington Spa)

1250+VAT per delegate

inclusive of:

  • Comprehensive training manual

  • Lunches and refreshments

4book places


Smallpeice Enterprises Limited 2012