Lean Learning Labs

Shop Floor Lean Learning Labs

Leading experts in guiding lean implementations and leaders from major organizations undergoing a lean transformation agree that the application of Lean Learning Laboratories is the single most powerful method available today to affect a sustained lean transformation in an organization. No other tools or technique is as effective or as efficient in changing a culture while realizing meaningful performance gains, regardless of the industry. Seldom should any organization embark on their lean journey without implementing Lean Learning labs.

Lean Learning Labs are simply a place (determined by process, sub-process, or geography) to experiment, learn, practice and apply lean ideas, concepts and tools at a faster pace with less risk and with a greater frequency than throughout the entire business unit.

The implementation model is organized around small groups of people in highly visible areas of the organization that will successfully learn and apply the rules, principles and tools of lean as a catalyst for broader application throughout the business unit.

The content and sequence of the basic training modules are customized to accommodate the level of lean maturity in the organization or specific strategic/tactical goals and are organized for maximum synergy. Basic modules can include: scoreboards, waste elimination, Five S's, Standard Work, Visual Management, Process Mapping Problem Solving, Error Proofing Preventive Maintenance and Change -Over Reduction. Advance modules such as Pull Systems, Quality Alert Systems and Andon Systems are also offered after the laboratories have matured and are stable enough to take on additional responsibilities.

ADI's has designed and developed a unique implementation technique for each module that always follows a four phase approach:

• Reflect - The laboratory will always reflect on the prior training module to assess both the effectiveness and application of the prior training and to continually reflect on the rules and principles of lean.
• Demonstrate - Between each training module the lab will present to management to demonstrate their progress.
• Teach - Specific training for each lean skills module including applicable examples and immediate application
• Application - The lab will apply their learned skill in their work areas after training based on expectations established during the training

ADI has developed and implemented more L3's in more different industries than anyone anywhere and continues to do so in manufacturing, healthcare, food processing, utilities and more.

Management Lean Learning Laboratory™

Much of the skills development to prepare an organization for their lean transformation is focused on the "shop floor" or hourly employee levels. Certainly required, the skills development is generally limited to the basic skills of lean---Five S's, waste elimination, SWI's, visual management, etc. To be successful, an organization must also provide an advanced set of skills for executives and managers that go far deeper than the basic tools. These skills are often ignored when a company undergoes a lean transformation yet they are critical in helping an organization "get it all together" to ensure sustainable cultural and operational changes.

We have experienced circumstances where the skills levels of the workforce have actually outpaced the ability of management to continually support and direct the lean intiative. In one client, after many successful years, we actually saw management start to back away from their active involvement because they felt that they could no longer offer a meaningful contribution and could not provide the structured support and effective employee development that would be needed for continued success.

The implementation model for M3's is organized similar to the Lean Learning Laboratories™ requiring learning, active application, and constant reflection. ML3's consist of 6 levels of skills development implemented across 10 in-house workshops and facilitated by an ADI senior consultant. The workshops for skills development include:

• Creative Tension (current reality versus ideal state)
• Control Point Standardization (standards for management)
• Direct Observation of Work (one of Toyota's hidden strengths)
• 5 Why Problem Solving (well known and poorly executed)
• Scientific Method A3 (structure and data)
• Visible PDCA (plan, do, check, act)

There is no offering similar to this across the lean landscape that focuses on specific skills development for managers to actively evaluate, support and direct a lean implementation.