This program is a collection of courses that prepare you for the Lean Certification exam. Each course includes interactive exercises to help you retain information. You will also take tests before and after each course, in the format of the certification exam, so that you’re trained to take the test.
The Lean Online Review Course has integrated questions throughout the different courses that comprise the program. Each of the eight courses starts with a pre-course five-question quiz. During each course there are one to three interactive exercises that act as mini-quizzes to evaluate review/learning. A 10-question test follows at the end of each course. The pre-course quizzes and post-course tests have questions that follow a certification exam format; the interactive quizzes integrate other types of questions (matching, throw always, etc.) to make it more interactive and engaging.
- CEU Hours: 1.5
- Length: 15.5 Hours
- ASQ RU: 1.5
- Audience: New to Quality
- Provider: Society of Manufacturing Engineers (SME)
- Through the eight online courses, candidates will review, at a tactical level, key lean principles, concepts, and tools covered in the Lean Certification Body of Knowledge.
Prerequisites:Participants should have a basic understanding of lean tools and principles at the tactical level. No prerequisite is needed for this course.
Who Should Attend:Lean practitioners will benefit from attending this course because it will refresh fundamental lean knowledge and skills. SME, AME, The Shingo Prize, and ASQ Lean Bronze Certification candidates will find this is a beneficial tool for preparing for the Lean Bronze Certification exam. Candidates can focus their study efforts on the breadth of the body of knowledge topics that may be tested on the Bronze exam. Companies can purchase a corporate site license and use the course to train and prepare their employees.
Course 1: Developing a Lean Culture 110
This course reviews key foundational elements of lean that are part of corporate culture, or your company’s collective values, beliefs, and habits. The course reviews the importance of leadership and communication; developing and empowering employees; teamwork; safety; standardization; PDCA; kaizen; idea systems; training; and more!
- What Is Lean?
- Culture in the Workplace
- The Pros and Cons of Developing a Lean Culture
- Cultural Enablers: Leadership and Communication
- Cultural Enablers: Human Development, Teamwork, and Empowerment
- Cultural Enablers: Safety
- Adding Value
- Standardizing the Production Process
- Kaizen: Developing a Culture of Continuous Improvement
- Implementing Kaizen With PDCA
- Idea Systems
- Hoshin: Planning and Policy Deployment
- Training Employees in Lean Practices
- On-the-Job Training
- On-the-Job Training: Key Roles
- Cross Training
- Coaching and Mentoring
- Reinforcing Lean Practices
- Define the concept of lean.
- Describe culture in the workplace.
- List the pros and cons of developing a lean culture.
- Distinguish between the cultural enablers of leadership and communication.
- Distinguish between the cultural enablers of human development, teamwork, and empowerment.
- Describe the cultural enabler of safety.
- Describe the lean concept of adding value.
- Describe benchmarking in the context of lean.
- Describe the lean concept of standardization.
- Describe the lean concept of kaizen.
- Describe how to implement kaizen with plan-do-check-act.
- Describe the lean tool of idea systems.
- Describe the lean concept of hoshin.
- Describe the required training for transitioning to lean.
- Describe on-the-job training.
- Describe the key roles involved in on-the-job training in the context of lean.
- Describe cross training in the context of lean.
- Describe coaching and mentoring in the context of lean.
- Describe how to reinforce lean practices.
Course 2: Continuous Process Improvement: Managing Flow 120
Flow is fundamental to lean. This course reviews various elements of flow including takt time and cycle time; value stream mapping; visual management; using 5S; Kanban; and more!
- Continuous Process Improvement
- Focus on the Process
- Single Piece Flow
- Organizing Around Flow
- Takt Time and Cycle Time
- Value Stream Maps and Product Families
- Value Stream Mapping: Current State and Future State
- Value Stream Mapping Symbols: Process Icons
- Value Stream Mapping Symbols: Material Icons
- Value Stream Mapping Symbols: Information Icons
- Value Stream Mapping Symbols: Miscellaneous Icons
- Visual Management
- The Steps of 5S
- Other Tools for Visual Management
- Pull Systems and Kanban
- The Types of Kanban
- Define the lean principle of continuous process improvement.
- Differentiate between a process-focused business model and mass production.
- Describe single piece flow.
- Describe work cells.
- Describe the relationship between takt time and cycle time.
- Describe value stream maps and product families.
- Differentiate between current state and future state value stream maps.
- Describe process icons for value stream mapping.
- Describe material icons for value stream mapping.
- Describe information icons for value stream mapping.
- Describe miscellaneous icons for value stream mapping.
- Describe visual management in the lean workplace.
- Describe the steps of 5S.
- Describe production boards and check sheets.
- Describe the relationship between pull systems and kanban.
- Differentiate between production kanban and withdrawal kanban.
Course 3: Continuous Process Improvement: Identifying and Eliminating Waste 125
This course reviews the fundamentals of waste - everything from the types of waste to recognizing abnormality - as well as some of the tools used to identify waste. Review the importance of stability to identify the root cause of waste. And, review the differences between kaizen (continuous improvement) and kaikaku (radical change), and why both are useful.
- Barriers to Flow
- The Seven Wastes
- Tools for Creating Stability
- Total Productive Maintenance
- The Six Big Losses
- Recognizing Abnormality
- Addressing Problems and Preventing Defects
- A3 Reports
- Using DMAIC for Process Improvement
- Kaizen vs. Kaikaku
- Describe the main barriers to flow.
- Describe the seven wastes.
- Define stability.
- List tools for creating stability.
- Describe the 5S method of organization.
- Describe total productive maintenance.
- List the six big losses in maintenance.
- Describe standardized work.
- Describe andons as a tool for recognizing abnormality.
- Describe methods for addressing problems and preventing defects.
- Define jidoka.
- Describe A3 problem solving reports.
- Describe the plan-do-check-act cycle.
- Describe the DMAIC process.
- Distinguish between kaizen and kaikaku.
- Describe gemba.
Course 4: Management Tools: Problem Solving 220
This course focuses on the review of lean tools. Various charts, diagrams, and maps are covered and include various examples. Additionally, a review of root cause analysis, 5 whys, FMEA, and more is covered.
- Lean Tools for Continuous Improvement
- Types of Flowcharts
- Spaghetti Diagrams
- Process Maps
- Value Stream Maps
- Value Stream Maps: Current State
- Value Stream Maps: Future State
- Takt Time Analysis
- Pareto Charts
- Check Sheets
- Root Cause Analysis
- The Five Whys
- Cause and Effect Diagrams
- Failure Modes and Effect Analysis
- Control Charts
- Scatter Diagrams
- Describe continuous improvement.
- Describe flowcharts.
- List the main types of flowcharts.
- Describe spaghetti diagrams.
- Describe process maps.
- Describe value stream maps.
- Describe current state value stream maps.
- Describe future state value stream maps.
- Describe takt time analysis.
- Describe histograms.
- Describe Pareto charts.
- Describe check sheets.
- Describe root cause analysis.
- Describe the 5 why’s.
- Describe cause and effect diagrams.
- Describe failure mode and effects analysis.
- Describe control charts.
- Describe scatter diagrams.
Course 5: Management Tools: Product and Process Design 225
Product and process design require much planning. This course reviews elements for consideration for both. On the product side, review the fundamentals of QFD, concurrent engineering, and DFM. On the process side, continue the review of error proofing, heijunka, kanban, automation, flow, standards, and suppliers.
- Toyota Production System: A House of Quality
- Concurrent Engineering
- Quality Function Deployment
- Design for Product Life Cycle
- Design for Manufacture
- Design for Assembly and Design for Environment
- Kaizen Events
- Assessment Tools for Kaizen Events
- Planning Tools for Kaizen Events
- Mistake and Error Proofing
- Poka Yoke Applications and Devices
- Sensible Automation
- Quick Changeover and Setup Reduction
- One Piece Flow
- Cellular Flow
- Supplier Development
- Cross Docking
- ISO and Other Quality Standards
- Describe the parts of Toyota's house of quality.
- Describe concurrent engineering.
- Describe quality function deployment.
- Describe the product life cycle.
- Describe design for manufacture.
- Distinguish between design for assembly and design for environment.
- Describe a kaizen event.
- Describe assessment tools for kaizen events.
- Describe planning tools for kaizen events.
- Describe poka yokes.
- Describe poka yoke applications and devices.
- Describe jidoka.
- Describe kanban.
- Describe heijunka.
- Describe single minute exchange of dies.
- Describe one piece flow.
- Describe cellular flow.
- Describe supplier development.
- Describe cross docking.
- Describe ISO and other quality standards.
Course 6: Maintaining a Consistent Lean Culture 310
Constancy of purpose and systemic thinking are key to the longevity of any organization. Review the cultural aspects of lean culture; the importance of an enterprise-wide approach; social responsibility; scientific thinking as being part of a culture; lean accounting and financial systems, and more.
- Lean Enterprise Culture
- Local Optimization
- Systemic Thinking and Closed-Loop Thinking
- Part-Whole Relationships
- Constancy of Purpose
- Focus on Results
- Focus on Waste Elimination
- Social Responsibility
- Organize Around Flow
- Integrated Business Systems and Improvement Systems
- Financial Systems
- Scientific Thinking
- Standard Work for Strategy Communication
- Resource Deployment and Reallocation
- Define a lean enterprise.
- Describe the disadvantages of local optimization.
- Describe systemic thinking and closed-loop thinking.
- Describe part-whole relationships.
- Describe constancy of purpose in a lean culture.
- Describe how lean requires a focus on results.
- Describe the importance of recognizing waste in order to eliminate it.
- Describe the importance of social responsibility in a lean enterprise.
- Describe how lean enterprises organize around flow.
- Describe the relationship between business systems and improvement systems.
- Describe lean financial systems.
- Describe scientific thinking and the lean tools that support it.
- Describe tools for communicating within a lean enterprise.
- Describe resource deployment and reallocation.
Course 7: Transforming Lean Into Business Results 320
Everything important to a lean organization should be measured to evaluate its performance to plan, identify when conditions are abnormal, and be used as a resource to pinpoint improvement opportunities. Review lean metrics; the importance of TPM; education and training; safety and environment; empowerment; going to the gemba; and more.
- Value Flow in a Lean System
- Working Backwards in the Lean System
- Incorporating Scientific Thinking as a Cycle
- Lean Metrics
- Eliminating Waste: Total Productive Maintenance
- Educating People: Kaizen Events
- Empowering the Individual: Idea Systems
- Workplace Safety: Ergonomics
- Workplace Safety Measures
- Environmental Safety Measures
- Gemba Walk
- Measuring External Quality
- Measuring Internal Quality
- Ensuring Flexible Responsiveness: JIT System
- Competitive Impact
- Describe value flow in a lean system.
- Describe the philosophy behind cost reduction in a lean system.
- Describe the role of scientific thinking in a lean system.
- Describe the role of metrics in lean.
- Describe total productive maintenance.
- Describe a kaizen event.
- Describe idea systems used in lean.
- Describe ergonomics in the workplace.
- Describe workplace safety measures used in lean.
- Describe environmental safety measures used in lean.
- Describe the gemba walk.
- Describe means of measuring external quality.
- Describe means of measuring internal quality.
- Describe components used in a JIT system.
- Describe types of benchmarking used to gauge competitive impact.
Course 8: Measuring Lean Systems 330
How do keep pulse on an entire extended enterprise? Review the ways to measure lean systems including takt time and cycle time; inventory turns; OEE; quality measures; first pass yield; balanced scorecard; financial impacts; and more.
- Lean Metrics
- Measures of Waste
- Takt Time and Cycle Time
- Operational Equipment Effectiveness
- Lead Time
- Inventory Turns
- Changeover Time
- Tools to Measure Quality
- First Pass Yield and Rework
- Financial Impact
- Balanced Scorecard: Customer and Financial Sections
- Balanced Scorecard: Process and Learning Sections
- Describe the role of metrics in lean.
- Describe tools for measuring waste.
- Describe takt time and cycle time.
- Describe overall equipment effectiveness.
- Describe lead time.
- Describe inventory turns.
- Describe tools for reducing changeover time.
- Describe tools for setting quality standards.
- List tools for measuring quality.
- Describe first pass yield and rework.
- Define cash flow.
- Describe the customer and financial sections of the balanced scorecard.
- Describe the process and learning sections of the balanced scorecard.
Each course contains class vocabulary with printable definitions, optional audio, a downloadable PDF version of the course, pre- and post-tests, interactive exercises that include quizzes on key concepts, the ability to stop and save when the student needs a break, and online access to the course for one year from the purchase date.
This class is taken online. Participants will need Internet connectivity to access the Tooling U site. It may be helpful to have the four recommended reading references for the Lean Bronze Certification available. Participants can have the Lean Body of Knowledge available for reference, which can be downloaded from the SME website at www.sme.org/leancert.
This program is currently ONLY available as a package of eight courses. It is available through the SME online store, and your login, password, and link to the review program will be emailed to you directly from Tooling U shortly after purchase. Tooling U does log the total time actually spent on the review of the classes. The log can be printed at the end as a transcript.
After course registration, you will receive an email with access instructions. If you do not, please check your email junk, spam, or clutter folders. If the email is not there, please contact ASQ. For virtual WebEx courses, you will receive another email 24 hours prior to the start of class containing additional access information.
- Computer – PC or Macintosh
- High-speed internet connection
- Adobe Flash Player 10.3 or later
- Windows: Internet Explorer 8 or later, Google Chrome (latest version), Firefox (latest version)
- Mac: Safari 7 or later, Google Chrome (latest version), Firefox (latest version)
- For instructor-led virtual WebEx courses, a speakerphone or telephone headset in a designated room or space with no distractions (preferred)
NOTE: Refer to product description for any additional system requirements.
WebEx – Virtual Course: Advance Preparation and Student Information
Join a Test Session
We strongly suggest that you join a WebEx test session in advance of your scheduled virtual training, using your preferred web browser. This can help prevent problems launching content the day your training begins.
If you do not have administrative privileges on the SAME computer you will be using the day of your training (i.e., your workstation within your organization) you may need the assistance of your local IT/IS help desk staff for the platform to engage correctly.
To join a test session (meeting), click here and enter your name and email address to join. If successful, you will see a screen that says "Congratulations! Your system is now set up properly ..."
Deactivate Pop-up Blockers
You should deactivate any pop-up blockers, spam filters, and company firewalls that could prevent the WebEx client platform or web-based course from working properly. Third-party toolbars such as Bing, Yahoo, and Google should also be disabled due to their own pop-up blocking capabilities.
- If you need to cancel, we will refund your paid registration fee as noted below.
- Requests for cancellations/transfers received at least 5 business days before the start of the course receive a full refund/transfer.
- Requests received within 5 business days of the course starting incur a $150 processing fee.
- After the course starts, there are no refunds or transfers.
- Registrants who fail to attend without advance notice are liable for the entire course fee.
- If you cannot find a substitute, we can transfer your course fees to another ASQ course of your choice.
- You must successfully complete the entire course or program before IACET CEUs and a Certificate of Completion can be awarded.
Internet-based, self-paced training modules, which may involve combinations of text, visuals, audio, interactive simulations and quizzes (see specific courses for features and tools). These web-based courses require a computer and Internet access.
|LORPSME||Self-Paced||English||365 Days||List: $999 Member: $699|
ON-SITE TRAINING FOR YOUR ORGANIZATION.
ASQ’s customized on-site training programs are the cost-effective way for you to train employees on your schedule. Training on-site minimizes the cost-per-student, reduces travel expenses, and ensures that the content is specific to your exact needs.
5 Benefits of On-Site Training
- Expertise to your location: Saves time and travel expenses
- Convenient scheduling: Train groups of five or more
- Customizable courses: Training tailored to your groups’ needs
- Immediate results: Employees complete courses ready to apply what they’ve learned
- Value-add support: Instructors available to answer questions after session