Certificate in Lean Management — Certification Brochure

LAPT

London Academy of Professional Training

Certificate

Certificate in Lean Management

REF: MGT-C03 • Management Centres • Lean Management Certifications

4Subjects	88Chapters	624Classes	400Total Marks	60%Pass Mark	LifetimeValidity

At a Glance

Reference	MGT-C03
Award	Certificate
Assessment	400 marks — 240 to pass (60%)
Prerequisites	None
Validity	Lifetime
Awarding Body	LAPT — London Academy of Professional Training

Curriculum

Lean Principles and Philosophy

44 chapters · 264 classes 100 marks

• 1 Foundations of Lean Principles and Philosophy — 6 classes

› 1.1 Define Lean: Understand Key Concepts and Terminology

› 1.2 Explore the Origins: Historical Context of Lean Principles

› 1.3 Identify the Core Principles: Value, Value Stream, Flow, Pull, and Perfection

› 1.4 Analyze Waste: The 7 Types of Waste in Lean Management

› 1.5 Examine the Role of Leadership in Lean Philosophy

› 1.6 Apply Lean Principles: Case Studies and Real-World Examples

• 2 The Five Lean Principles: Value, Value Stream, Flow, Pull, and Perfection — 6 classes

› 2.1 Define Value in Lean Management

› 2.2 Identify the Value Stream in Your Process

› 2.3 Analyze Flow and Eliminate Waste

› 2.4 Implement Pull Systems for Efficiency

› 2.5 Strive for Perfection Through Continuous Improvement

› 2.6 Integrate the Five Principles in Real-World Scenarios

• 3 Tools and Techniques for Lean Implementation — 6 classes

› 3.1 Identify Key Lean Tools for Process Optimization

› 3.2 Analyze the Role of Value Stream Mapping in Lean

› 3.3 Explore 5S Methodology for Workplace Organization

› 3.4 Implement Kaizen for Continuous Improvement Strategies

› 3.5 Apply Root Cause Analysis to Eliminate Waste

› 3.6 Develop Action Plans for Effective Lean Deployment

• 4 Leading Lean Transformation: Culture and Change Management — 6 classes

› 4.1 Identify Essential Lean Principles for Cultural Transformation

› 4.2 Analyze Organizational Barriers to Lean Adoption

› 4.3 Develop Strategies for Engaging Stakeholders in Lean Change

› 4.4 Implement Communication Techniques to Foster Lean Mindset

› 4.5 Evaluate Metrics for Measuring Lean Culture Progress

› 4.6 Create an Action Plan for Sustaining Lean Transformation

• 5 Advanced Lean Concepts: Lean Six Sigma and Beyond — 6 classes

› 5.1 Define Lean Six Sigma Principles and Methodologies

› 5.2 Identify Key Differences Between Lean and Six Sigma

› 5.3 Explore the DMAIC Framework for Process Improvement

› 5.4 Apply Statistical Tools in Lean Six Sigma Projects

› 5.5 Develop a Lean Six Sigma Project Charter

› 5.6 Evaluate Case Studies of Successful Lean Six Sigma Implementations

• 1 Understanding Lean Metrics: Foundations and Definitions — 6 classes

› 1.1 Define Key Lean Metrics and Their Importance

› 1.2 Explore the Differences Between Lead and Lag Metrics

› 1.3 Identify Common Lean Measurement Tools and Techniques

› 1.4 Analyze the Role of Value Stream Mapping in Lean Metrics

› 1.5 Apply Lean Metrics to Assess Process Performance

› 1.6 Develop a Personal Action Plan for Implementing Lean Metrics

• 2 Identifying Key Performance Indicators (KPIs) for Lean Success — 6 classes

› 2.1 Define Lean Success: Understanding the Role of KPIs

› 2.2 Identify Essential Elements of Effective KPIs

› 2.3 Evaluate Current Performance Metrics: What to Keep and What to Discard

› 2.4 Establish SMART Criteria for KPI Development

› 2.5 Analyze Industry Benchmarks: Setting Realistic KPI Targets

› 2.6 Develop a KPI Dashboard: Visualizing Lean Success Metrics

• 3 Data Collection Methods for Effective Measurement — 6 classes

› 3.1 Explore Different Data Collection Techniques in Lean Management

› 3.2 Identify Key Metrics for Lean Measurement Success

› 3.3 Analyze the Role of Qualitative vs Quantitative Data

› 3.4 Implement Surveys and Questionnaires for Data Gathering

› 3.5 Develop Effective Observation Strategies for Data Collection

› 3.6 Apply Collected Data to Inform Lean Management Decisions

• 4 Analyzing and Interpreting Lean Metrics — 6 classes

› 4.1 Define Key Lean Metrics for Effective Measurement

› 4.2 Collecting and Organizing Lean Data Effectively

› 4.3 Analyzing Lean Metrics to Identify Waste

› 4.4 Interpreting Trends in Lean Performance Data

› 4.5 Using Lean Metrics to Drive Continuous Improvement

› 4.6 Presenting and Communicating Lean Findings Effectively

• 5 Continuous Improvement: Applying Metrics for Strategic Growth — 6 classes

› 5.1 Define Continuous Improvement and Its Importance

› 5.2 Identify Key Lean Metrics for Measurement

› 5.3 Analyze Data to Assess Current Performance

› 5.4 Set Strategic Growth Goals Using Metrics

› 5.5 Develop Action Plans Based on Metric Insights

› 5.6 Evaluate Outcomes and Adjust Strategies After Implementation

• 1 Understanding Lean Principles and Philosophy — 6 classes

› 1.1 Define Lean Principles and Their Importance

› 1.2 Identify Key Lean Frameworks and Models

› 1.3 Explore the Historical Context of Lean Philosophy

› 1.4 Analyze the Core Concepts of Value Stream Mapping

› 1.5 Evaluate the Impact of Waste Reduction Techniques

› 1.6 Apply Lean Principles to Real-World Scenarios

• 2 Identifying Value and Mapping Value Streams — 6 classes

› 2.1 Define Value from the Customer's Perspective

› 2.2 Identify Key Value Deliverables in Your Process

› 2.3 Analyze Current State Value Streams

› 2.4 Map Value Streams Using Value Stream Mapping Techniques

› 2.5 Identify Waste in Value Streams for Improvement Opportunities

› 2.6 Develop an Action Plan to Enhance Value Streams

• 3 Eliminating Waste: Lean Tools and Techniques — 6 classes

› 3.1 Identify and Define Types of Waste in Lean Management

› 3.2 Analyze the Value Stream to Spot Improvement Opportunities

› 3.3 Utilize 5S Methodology for Workplace Organization

› 3.4 Apply Kaizen Principles for Continuous Improvement

› 3.5 Implement Just-In-Time (JIT) Practices to Reduce Inventory Waste

› 3.6 Evaluate Lean Metrics to Measure Waste Reduction Success

• 4 Creating a Lean Culture: Leadership and Engagement — 6 classes

› 4.1 Define Lean Culture and Its Importance in Leadership

› 4.2 Identify Key Leadership Behaviors That Foster Engagement

› 4.3 Develop Strategies for Communicating Lean Principles Effectively

› 4.4 Implement Tools for Encouraging Employee Participation in Lean Initiatives

› 4.5 Analyze Case Studies of Successful Lean Culture Implementations

› 4.6 Create an Action Plan for Sustaining Lean Culture in Your Organization

• 5 Implementing and Sustaining Lean Strategies — 6 classes

› 5.1 Identify Key Lean Principles for Effective Implementation

› 5.2 Analyze Current Processes for Lean Opportunities

› 5.3 Develop a Lean Implementation Plan with Stakeholder Input

› 5.4 Utilize Tools and Techniques for Lean Strategy Execution

› 5.5 Measure and Monitor Lean Strategy Performance Metrics

› 5.6 Create a Sustainability Plan for Long-term Lean Success

• 2 Identifying and Mapping Value Streams — 6 classes

› 2.1 Define Value Streams in Lean Context

› 2.2 Identify Key Components of Value Streams

› 2.3 Analyze Current State Value Stream Maps

› 2.4 Distinguish Between Value-Adding and Non-Value-Adding Activities

› 2.5 Create Future State Value Stream Maps

› 2.6 Implement Strategies for Value Stream Optimization

• 3 Implementing Lean Tools and Techniques — 6 classes

› 3.1 Identify Key Lean Tools for Process Improvement

› 3.2 Analyze Waste Using the 7 Lean Principles

› 3.3 Apply 5S Methodology for Workplace Organization

› 3.4 Implement Value Stream Mapping to Enhance Workflow

› 3.5 Utilize Kaizen for Continuous Improvement Initiatives

› 3.6 Develop a Lean Transformation Plan for Your Organization

• 4 Advanced Lean Frameworks: Six Sigma Integration — 6 classes

› 4.1 Analyze the Core Principles of Six Sigma

› 4.2 Compare Lean and Six Sigma Methodologies

› 4.3 Identify Key Tools Used in Six Sigma Projects

› 4.4 Explore Real-World Applications of Lean and Six Sigma Integration

› 4.5 Develop a Six Sigma Project Charter for a Lean Environment

› 4.6 Assess the Impact of Six Sigma on Lean Operations Performance

• 5 Cultivating a Lean Culture and Leadership — 6 classes

› 5.1 Define Lean Culture and Its Core Principles

› 5.2 Identify Key Characteristics of Lean Leadership

› 5.3 Assess Current Organizational Culture and Readiness for Lean

› 5.4 Develop Strategies to Foster a Lean Mindset Among Teams

› 5.5 Create an Action Plan for Implementing Lean Leadership Practices

› 5.6 Evaluate the Impact of Lean Culture on Organizational Performance

• 1 Understanding the Foundations of Change Management in Lean Operations — 6 classes

› 1.1 Identify Key Principles of Change Management in Lean Operations

› 1.2 Analyze the Role of Leadership in Change Management

› 1.3 Explore Common Challenges in Implementing Change

› 1.4 Examine Tools and Techniques for Effective Change Implementation

› 1.5 Develop a Change Management Plan for Lean Initiatives

› 1.6 Evaluate the Impact of Change on Team Dynamics and Culture

• 2 Key Theories and Models of Change Management — 6 classes

› 2.1 Explore the Foundations of Change Management Theories

› 2.2 Analyze Lewin's Change Management Model

› 2.3 Apply Kotter's 8-Step Process for Leading Change

› 2.4 Evaluate the ADKAR Model in Lean Operations

› 2.5 Compare Top Change Management Frameworks

› 2.6 Develop a Change Management Strategy for Lean Implementation

• 3 Identifying Resistance to Change in Lean Environments — 6 classes

› 3.1 Analyze Common Sources of Resistance in Lean Environments

› 3.2 Identify Psychological Barriers to Change

› 3.3 Assess the Impact of Organizational Culture on Change Acceptance

› 3.4 Recognize Emotional Responses to Change Among Team Members

› 3.5 Develop Strategies to Communicate Change Effectively

› 3.6 Create an Action Plan to Overcome Resistance in Your Team

• 4 Developing and Implementing a Change Management Strategy — 6 classes

› 4.1 Analyze Current Organizational Readiness for Change

› 4.2 Identify Key Stakeholders and Their Roles in Change Initiatives

› 4.3 Develop a Comprehensive Change Management Plan

› 4.4 Communicate the Change Vision Effectively to the Team

› 4.5 Implement Change Strategies Using Lean Principles

› 4.6 Evaluate Change Outcomes and Adapt Strategies Accordingly

• 5 Measuring and Sustaining Change in Lean Operations — 6 classes

› 5.1 Define Key Metrics for Measuring Change in Lean Operations

› 5.2 Analyze Data Collection Methods for Lean Change Management

› 5.3 Evaluate the Impact of Change Using Lean Performance Metrics

› 5.4 Develop Strategies for Sustaining Change in Lean Operations

› 5.5 Implement Continuous Improvement Cycles in Lean Practices

› 5.6 Communicate Change Effectively to Engage Stakeholders

• 1 Understanding Lean: History and Principles — 6 classes

› 1.1 Explore the Origins of Lean Principles

› 1.2 Identify Key Historical Milestones in Lean Development

› 1.3 Define Core Lean Principles and Their Importance

› 1.4 Analyze the Role of Waste in Lean Thinking

› 1.5 Discuss the Evolution of Lean Methodologies

› 1.6 Apply Lean Principles to Real-World Scenarios

• 2 Identifying Waste: The Eight Types of Waste — 6 classes

› 2.1 Define and Understand the Eight Types of Waste

› 2.2 Identify Overproduction and Its Impact on Efficiency

› 2.3 Recognize Waiting Time and Strategies to Minimize It

› 2.4 Analyze Transport Waste in Your Organization

› 2.5 Evaluate Excess Inventory and Implement Control Measures

› 2.6 Apply Lean Techniques to Reduce Waste in a Real-World Scenario

• 3 Value Stream Mapping: Tools for Analysis — 6 classes

› 3.1 Define Value Stream Mapping and Its Significance

› 3.2 Identify Components of a Value Stream Map

› 3.3 Analyze Current State: Creating a Value Stream Map

› 3.4 Identify Waste in the Current State Map

› 3.5 Design a Future State Value Stream Map

› 3.6 Develop an Action Plan for Implementing Improvements

• 4 Lean Methodologies: Kaizen and 5S Implementation — 6 classes

› 4.1 Understand Kaizen: The Philosophy of Continuous Improvement

› 4.2 Identify the Key Principles of 5S Methodology

› 4.3 Assess Current Processes for Kaizen Opportunities

› 4.4 Implementing the 5S System: Steps and Best Practices

› 4.5 Engage Teams: Fostering a Culture of Kaizen

› 4.6 Measure Success: Evaluating Kaizen and 5S Outcomes

• 5 Sustaining Lean Practices: Culture and Leadership — 6 classes

› 5.1 Identify Key Leadership Traits for Lean Sustainability

› 5.2 Analyze Organizational Culture's Impact on Lean Initiatives

› 5.3 Develop Strategies to Foster a Lean Mindset Among Teams

› 5.4 Implement Communication Techniques for Lean Success

› 5.5 Design a Continuous Improvement Framework for Lean Practices

› 5.6 Evaluate and Adjust Leadership Approaches for Lean Sustainability

• 1 Understanding Lean Principles: Reducing Waste and Increasing Value — 6 classes

› 1.1 Define Lean Principles and Their Importance

› 1.2 Identify Different Types of Waste in Processes

› 1.3 Analyze the Impact of Waste on Value Creation

› 1.4 Explore Tools for Waste Reduction

› 1.5 Apply Lean Techniques to a Real-World Scenario

› 1.6 Develop a Personal Action Plan for Implementing Lean Principles

• 2 Six Sigma Fundamentals: Achieving Quality Improvement — 6 classes

› 2.1 Define Key Six Sigma Concepts and Terminology

› 2.2 Explore the DMAIC Framework for Process Improvement

› 2.3 Identify and Measure Process Performance Metrics

› 2.4 Analyze Data to Identify Root Causes of Defects

› 2.5 Implement Solutions to Reduce Variation and Improve Quality

› 2.6 Sustain Improvements and Standardize Best Practices

• 3 Integrating Lean and Six Sigma: A Synergistic Approach — 6 classes

› 3.1 Define Lean and Six Sigma: Key Concepts and Principles

› 3.2 Identify the Benefits of Integrating Lean and Six Sigma

› 3.3 Explore the Synergies Between Lean and Six Sigma Methodologies

› 3.4 Analyze Real-World Case Studies: Success Stories of Integration

› 3.5 Develop an Integration Strategy: Framework for Implementation

› 3.6 Create an Action Plan: Steps to Sustain Lean and Six Sigma Integration

• 4 Tools and Techniques: Implementing Lean and Six Sigma in Practice — 6 classes

› 4.1 Identify Lean Principles and Their Benefits

› 4.2 Understand the Fundamentals of Six Sigma

› 4.3 Explore Common Lean Tools for Efficiency

› 4.4 Utilize Six Sigma Techniques for Quality Improvement

› 4.5 Integrate Lean and Six Sigma for Process Optimization

› 4.6 Develop an Action Plan for Implementing Lean and Six Sigma

• 5 Leadership in Process Excellence: Cultivating a Continuous Improvement Culture — 6 classes

› 5.1 Define Continuous Improvement and Its Importance in Leadership

› 5.2 Identify Key Leadership Traits that Foster a Continuous Improvement Culture

› 5.3 Explore Tools and Techniques for Enhancing Team Engagement in Process Excellence

› 5.4 Analyze Real-World Case Studies on Successful Continuous Improvement Leadership

› 5.5 Develop a Personal Action Plan to Implement Continuous Improvement Strategies

› 5.6 Create a Communication Plan for Promoting Continuous Improvement Initiatives

• 1 Fundamentals of Lean Methodologies — 6 classes

› 1.1 Define Lean Methodologies and Their Core Principles

› 1.2 Identify Waste Types and Their Impact on Processes

› 1.3 Explore the Value Stream Mapping Technique

› 1.4 Implement the 5S Framework for Workplace Organization

› 1.5 Demonstrate Continuous Improvement through Kaizen Practices

› 1.6 Apply Lean Tools to Real-World Scenarios

• 2 Identifying and Eliminating Waste — 6 classes

› 2.1 Define Waste in Lean Methodologies

› 2.2 Identify Types of Waste in Processes

› 2.3 Assess Your Current Processes for Waste

› 2.4 Analyze Root Causes of Identified Waste

› 2.5 Develop Strategies to Eliminate Waste

› 2.6 Implement Waste Reduction Solutions and Measure Impact

• 3 Value Stream Mapping Techniques — 6 classes

› 3.1 Identify Key Components of Value Stream Mapping

› 3.2 Analyze Current State Value Stream Maps

› 3.3 Design Future State Value Stream Maps

› 3.4 Assess Waste within Value Streams

› 3.5 Implement Continuous Improvement Strategies

› 3.6 Facilitate Value Stream Mapping Workshops

• 4 Implementing Continuous Improvement Practices — 6 classes

› 4.1 Identify Opportunities for Continuous Improvement

› 4.2 Analyze Current Processes Using Lean Tools

› 4.3 Develop a Continuous Improvement Plan

› 4.4 Implement Kaizen Events to Foster Change

› 4.5 Measure and Evaluate Improvements Effectively

› 4.6 Sustain Continuous Improvement Through Employee Engagement

• 5 Lean Leadership and Culture Transformation — 6 classes

› 5.1 Define Lean Leadership Principles

› 5.2 Identify Characteristics of a Lean Culture

› 5.3 Assess Current Organizational Culture

› 5.4 Develop Strategies for Culture Transformation

› 5.5 Implement Lean Leadership Practices

› 5.6 Evaluate the Impact of Lean Transformation

• 1 Understanding Lean Principles and Six Sigma Integration — 6 classes

› 1.1 Define Lean Principles and Their Importance in Six Sigma

› 1.2 Identify Key Differences Between Lean and Six Sigma Methodologies

› 1.3 Explore the Seven Wastes and Their Impact on Efficiency

› 1.4 Analyze the Value Stream Mapping Process in Lean Six Sigma

› 1.5 Apply Lean Tools to Real-World Six Sigma Projects

› 1.6 Develop a Lean-Six Sigma Integration Plan for Continuous Improvement

• 2 Identifying Waste: The Lean Perspective — 6 classes

› 2.1 Define Value from the Customer's Perspective

› 2.2 Identify Types of Waste in Processes

› 2.3 Explore the Seven Wastes of Lean Principle

› 2.4 Analyze Real-World Examples of Waste

› 2.5 Evaluate the Impact of Waste on Business Performance

› 2.6 Develop Strategies to Eliminate Waste in Your Organization

• 3 Value Stream Mapping and Analysis — 6 classes

› 3.1 Define Value Stream Mapping and Its Importance

› 3.2 Identify Components of a Value Stream Map

› 3.3 Analyze Current State Value Stream Maps

› 3.4 Identify Waste in Value Stream Analysis

› 3.5 Develop Future State Value Stream Maps

› 3.6 Implement Value Stream Improvements and Measure Results

• 4 Implementing Lean Tools in Six Sigma Projects — 6 classes

› 4.1 Identify Key Lean Tools for Six Sigma Integration

› 4.2 Analyze the Role of Value Stream Mapping in Lean Six Sigma

› 4.3 Apply the 5S Methodology to Improve Workflow in Projects

› 4.4 Utilize Kaizen for Continuous Improvement in Six Sigma Initiatives

› 4.5 Develop Standard Operating Procedures using Lean Techniques

› 4.6 Evaluate the Impact of Lean Tools on Six Sigma Project Outcomes

• 5 Sustaining Lean Improvements: Culture and Leadership — 6 classes

› 5.1 Analyze the Role of Leadership in Sustaining Lean Improvements

› 5.2 Identify Cultural Barriers to Lean Transformation

› 5.3 Develop Strategies for Cultivating a Lean Culture

› 5.4 Engage Teams in Continuous Improvement Processes

› 5.5 Measure and Assess the Impact of Lean Initiatives

› 5.6 Create a Roadmap for Long-term Lean Sustainability

Lean Tools: Value Stream Mapping, 5S and Kanban

18 chapters · 120 classes 100 marks

• 1 Understanding Lean Principles and Practices — 6 classes

› 1.1 Define Lean Principles and Their Importance

› 1.2 Identify Key Lean Tools and Their Functions

› 1.3 Explore Value Stream Mapping Techniques

› 1.4 Analyze the Role of Waste Elimination in Lean

› 1.5 Implement 5S Methodology in Workplace Organization

› 1.6 Evaluate the Impact of Continuous Improvement Cycles

• 2 Mapping the Value Stream: Tools and Techniques — 6 classes

› 2.1 Understand Value Stream Mapping Basics

› 2.2 Identify Key Elements of the Value Stream

› 2.3 Analyze Current State of Value Stream

› 2.4 Identify Waste within the Value Stream

› 2.5 Develop Future State Value Stream Map

› 2.6 Implement Action Plans to Optimize Value Stream

• 3 Implementing 5S for Workplace Organization — 6 classes

› 3.1 Define and Understand the 5S Methodology

› 3.2 Identify Key Tools for Each Step of 5S

› 3.3 Conduct a ‘Sort’ Audit in Your Workplace

› 3.4 Develop a 'Set in Order' Plan for Efficient Layout

› 3.5 Establish 'Shine' Standards for Workplace Cleaning

› 3.6 Create a Sustaining Strategy for Ongoing 5S Success

• 4 Applying Kaizen for Continuous Improvement — 6 classes

› 4.1 Understand the Principles of Kaizen for Continuous Improvement

› 4.2 Identify Areas for Improvement Using the Kaizen Approach

› 4.3 Apply the PDCA Cycle in Kaizen Initiatives

› 4.4 Develop a Kaizen Action Plan for Team Engagement

› 4.5 Measure the Effectiveness of Kaizen Implementations

› 4.6 Sustain Continuous Improvement Through Kaizen Culture

• 5 Advanced Lean Tools: Kanban and Just-In-Time — 6 classes

› 5.1 Understand Kanban Principles and History

› 5.2 Identify Different Types of Kanban Systems

› 5.3 Implementing Kanban Boards for Visual Management

› 5.4 Explore Just-In-Time (JIT) Concepts and Benefits

› 5.5 Analyze the Impact of JIT on Inventory Management

› 5.6 Integrate Kanban and JIT for Streamlined Production

• 1 Understanding Value Streams: Definitions and Importance — 6 classes

› 1.1 Define Value Streams and Their Components

› 1.2 Explain the Importance of Value Stream Mapping

› 1.3 Identify Different Types of Value Streams

› 1.4 Describe the Role of Stakeholders in Value Streams

› 1.5 Analyze the Impact of Inefficiencies in Value Streams

› 1.6 Create a Value Stream Map for a Simple Process

• 2 Identifying Current State: Mapping Techniques and Tools — 6 classes

› 2.1 Define Current State: Understanding Value Stream Mapping Basics

› 2.2 Identify Key Elements: Components of a Value Stream Map

› 2.3 Select Mapping Techniques: Tools for Effective Visualization

› 2.4 Gather Data: Collecting Relevant Information for Mapping

› 2.5 Create a Value Stream Map: Step-by-Step Mapping Process

› 2.6 Analyze Current State: Identifying Waste and Opportunities for Improvement

• 3 Analyzing Value Stream Maps: Identifying Waste and Opportunities — 6 classes

› 3.1 Understand the Fundamentals of Value Stream Mapping

› 3.2 Identify Key Components of a Value Stream Map

› 3.3 Analyze Current State and Spot Inefficiencies

› 3.4 Categorize Types of Waste in Value Streams

› 3.5 Develop Future State Value Stream Improvement Strategies

› 3.6 Create an Action Plan to Implement Improvements

• 4 Designing Future State Value Streams: Best Practices — 6 classes

› 4.1 Analyze Current State Value Streams

› 4.2 Identify Value-Adding Activities in Processes

› 4.3 Define Customer Value and Requirements

› 4.4 Visualize Future State Value Streams

› 4.5 Develop Strategies for Eliminating Waste

› 4.6 Create an Action Plan for Implementation

• 5 Implementing Changes: Action Plans and Performance Metrics — 6 classes

› 5.1 Develop Action Plans for Effective Change Implementation

› 5.2 Identify Key Performance Metrics for Tracking Improvements

› 5.3 Align Action Plans with Strategic Organizational Goals

› 5.4 Engage Stakeholders in the Change Process

› 5.5 Monitor Performance Metrics for Continuous Improvement

› 5.6 Evaluate the Impact of Changes on Value Streams

• 1 Understanding Lean Principles and Tools — 6 classes

› 1.1 Identify Core Lean Principles for Process Improvement

› 1.2 Analyze Waste Types in Business Processes

› 1.3 Apply the 5S Methodology for Workplace Organization

› 1.4 Utilize Value Stream Mapping to Enhance Efficiency

› 1.5 Implement Kanban Systems for Improved Workflow

› 1.6 Measure Success with Key Performance Indicators in Lean

• 2 Value Stream Mapping and Analysis — 6 classes

› 2.1 Define Value Stream Mapping and Its Importance

› 2.2 Identify Key Components of a Value Stream Map

› 2.3 Analyze Current State Value Streams

› 2.4 Identify Waste in Value Streams Using Lean Principles

› 2.5 Develop Future State Value Streams for Improvement

› 2.6 Create a Value Stream Mapping Action Plan

• 3 The 5S Methodology for Workplace Organization — 6 classes

› 3.1 Define and Explain the 5S Methodology in Lean Management

› 3.2 Identify the Five Steps of 5S: Sort, Set in Order, Shine, Standardize, Sustain

› 3.3 Analyze the Benefits of Implementing 5S in the Workplace

› 3.4 Conduct a 5S Audit: Assess Current Workplace Organization

› 3.5 Develop an Action Plan for Each Step of 5S Implementation

› 3.6 Create a 5S Sustainability Strategy for Ongoing Improvement

• 4 Kaizen: Continuous Improvement Strategies — 6 classes

› 4.1 Understand the Principles of Kaizen for Continuous Improvement

› 4.2 Identify Opportunities for Kaizen in Your Workplace

› 4.3 Implement Kaizen Practices: Tools and Techniques Overview

› 4.4 Facilitate a Kaizen Event: Steps to Success

› 4.5 Measure and Analyze the Impact of Kaizen Initiatives

› 4.6 Cultivate a Kaizen Culture: Engaging Your Team in Continuous Improvement

• 5 Implementing Lean Tools in Projects — 6 classes

› 5.1 Identify Key Lean Tools for Project Implementation

› 5.2 Analyze Project Constraints and Opportunities for Lean Application

› 5.3 Develop a Lean Tool Selection Matrix for Your Project

› 5.4 Create a Plan for Integrating Lean Tools into Project Workflow

› 5.5 Measure and Monitor Lean Tool Effectiveness in Real-Time

› 5.6 Iterate and Improve: Adjust Lean Tools Based on Project Feedback

• 16 Kanban and Pull Systems in Practice — 10 classes

› 16.1 Push Versus Pull Production

› 16.2 Kanban Cards and Signals

› 16.3 Two Bin and Visual Replenishment

› 16.4 Calculating the Number of Kanbans

› 16.5 Setting Up a Supermarket Stock Area

› 16.6 Sequencing and Levelled Production

› 16.7 Limiting Work in Progress

› 16.8 Kanban Boards for Office Work

› 16.9 Troubleshooting a Pull System

› 16.10 Measuring Flow and Lead Time

• 17 Quick Changeover and Setup Reduction — 10 classes

› 17.1 Why Long Changeovers Hurt Flow

› 17.2 Internal and External Setup Tasks

› 17.3 Recording a Changeover on Video

› 17.4 Converting Internal Tasks to External

› 17.5 Standard Tools and Fixtures

› 17.6 Parallel Tasks During Changeover

› 17.7 Checklists for Changeover Steps

› 17.8 Timing and Tracking Setup Times

› 17.9 Safety During Rapid Changeovers

› 17.10 Sustaining Smaller Batch Sizes

• 18 Standard Work and Workplace Visual Control — 10 classes

› 18.1 Purpose of Standard Work

› 18.2 Takt Time and Cycle Time

› 18.3 Standard Work Combination Sheets

› 18.4 Observing and Timing Operators

› 18.5 Writing Work Instructions with Photos

› 18.6 Visual Controls and Andon Signals

› 18.7 Floor Markings and Shadow Boards

› 18.8 Layout Changes for Smoother Flow

› 18.9 Auditing Standard Work Daily

› 18.10 Updating Standards After Improvement

Lean Operations and Process Improvement

12 chapters · 120 classes 100 marks

• 1 Introduction to Operations and Value Creation — 10 classes

› 1.1 What Operations Management Means

› 1.2 Inputs Processes and Outputs

› 1.3 Customers and Value

› 1.4 Types of Operations Systems

› 1.5 Goods Versus Services Operations

› 1.6 Measuring Operational Performance

› 1.7 Supply Chain Basics for Operators

› 1.8 Roles Within an Operations Team

› 1.9 Operations Strategy at a Glance

› 1.10 Reading an Operations Dashboard

• 2 Lean Thinking and the Eight Wastes — 10 classes

› 2.1 Origins of Lean Thinking

› 2.2 Defining Value from the Customer View

› 2.3 Overproduction and Waiting

› 2.4 Transport and Motion Waste

› 2.5 Over-Processing and Defects

› 2.6 Excess Inventory Waste

› 2.7 Unused Talent as Waste

› 2.8 Waste Walks in the Workplace

› 2.9 Recording Waste Observations

› 2.10 Ranking Waste by Impact

• 3 Process Observation and Time Study — 10 classes

› 3.1 Planning a Process Observation

› 3.2 Go and See at the Workplace

› 3.3 Recording Cycle Times Accurately

› 3.4 Using Stopwatch and Video

› 3.5 Work Sampling Basics

› 3.6 Calculating Takt and Cycle Time

› 3.7 Identifying Value Adding Steps

› 3.8 Spotting Non-Value Adding Steps

› 3.9 Presenting Observation Findings

› 3.10 Respecting Staff During Observation

• 4 Workplace Organisation and Housekeeping — 10 classes

› 4.1 Sort Set in Order and Shine

› 4.2 Standardise and Sustain Routines

› 4.3 Red Tag Area Practice

› 4.4 Marking Locations for Tools

› 4.5 Cleaning as Inspection

› 4.6 Housekeeping Audits and Scoring

› 4.7 Before and After Photo Records

› 4.8 Safety Benefits of Tidy Workplaces

› 4.9 Involving the Team in Weekly Routines

› 4.10 Keeping Standards Alive Over Time

• 5 Flow and Layout Improvement — 10 classes

› 5.1 Principles of Smooth Flow

› 5.2 Spaghetti Diagrams of Movement

› 5.3 Cellular Layout Basics

› 5.4 Balancing Work Across Operators

› 5.5 Reducing Handoffs and Queues

› 5.6 Batch Size and Lead Time

› 5.7 Moving Materials to the Point of Use

› 5.8 Layout Trials on a Small Scale

› 5.9 Ergonomics in Layout Design

› 5.10 Measuring Gains from Layout Change

• 6 Inventory and Material Handling Control — 10 classes

› 6.1 Types of Inventory in a Business

› 6.2 Stock Counting and Accuracy

› 6.3 First In First Out Handling

› 6.4 Reorder Points and Safety Stock

› 6.5 Visual Stock Replenishment

› 6.6 Storage Location Management

› 6.7 Safe Manual Handling Practice

› 6.8 Obsolete and Slow Moving Stock

› 6.9 Inventory Cost and Cash Impact

› 6.10 Reviewing Stock with Suppliers

• 7 Quality at the Source and Error Proofing — 10 classes

› 7.1 Cost of Defects in Operations

› 7.2 Inspecting at the Point of Work

› 7.3 Stop and Fix Practices

› 7.4 Simple Mistake Proofing Devices

› 7.5 Checklists to Prevent Errors

› 7.6 Defect Tracking Boards

› 7.7 First Pass Yield Measurement

› 7.8 Containing a Defect Quickly

› 7.9 Operator Involvement in Quality

› 7.10 Standard Reaction Plans

• 8 Equipment Reliability and Basic Maintenance — 10 classes

› 8.1 Why Equipment Downtime Hurts

› 8.2 Operator Cleaning and Inspection

› 8.3 Daily Equipment Checklists

› 8.4 Planned Versus Breakdown Maintenance

› 8.5 Lubrication and Basic Care

› 8.6 Recording Downtime Reasons

› 8.7 Overall Equipment Effectiveness Basics

› 8.8 Handling Minor Stoppages

› 8.9 Spare Parts Visibility

› 8.10 Working Safely Around Machines

• 9 Demand, Planning and Scheduling — 10 classes

› 9.1 Understanding Customer Demand

› 9.2 Simple Forecasting Methods

› 9.3 Capacity Versus Demand

› 9.4 Production Schedules for Small Teams

› 9.5 Levelling Workload Through the Week

› 9.6 Handling Urgent Orders

› 9.7 Daily Production Meetings

› 9.8 Visual Schedule Boards

› 9.9 Managing Backlog and Overtime

› 9.10 Reviewing Schedule Adherence

• 10 Daily Management and Visual Performance — 10 classes

› 10.1 Purpose of Daily Management

› 10.2 Choosing Meaningful Measures

› 10.3 Building a Performance Board

› 10.4 Short Interval Control

› 10.5 Daily Huddles That Work

› 10.6 Escalating Problems Quickly

› 10.7 Tracking Actions to Closure

› 10.8 Leader Standard Work Basics

› 10.9 Recognising Team Results

› 10.10 Reviewing Boards for Relevance

• 11 Small Improvement Projects and Team Problem Solving — 10 classes

› 11.1 Selecting an Improvement Topic

› 11.2 Writing a Clear Problem Statement

› 11.3 Plan Do Check Act Cycle

› 11.4 Basic Cause Finding Tools

› 11.5 Five Whys in Practice

› 11.6 Brainstorming Solutions Fairly

› 11.7 Trialling Ideas on a Small Scale

› 11.8 Measuring Before and After

› 11.9 Standardising the Improvement

› 11.10 Presenting Results to Management

• 12 Sustaining Operational Improvement and Capstone — 10 classes

› 12.1 Building a Continuous Improvement Habit

› 12.2 Suggestion Systems for Staff Ideas

› 12.3 Coaching Teammates in Improvement

› 12.4 Resistance and How to Handle It

› 12.5 Audit Routines That Hold the Gains

› 12.6 Linking Improvement to Customer Results

› 12.7 Sharing Best Practice Across Teams

› 12.8 Reporting Savings Honestly

› 12.9 Planning the Next Improvement Cycle

› 12.10 Capstone Improvement Walkthrough

Root Cause Analysis and Problem Solving

14 chapters · 120 classes 100 marks

• 1 Understanding Root Cause Analysis Concepts — 6 classes

› 1.1 Define Root Cause Analysis and Its Importance

› 1.2 Explore Common Root Cause Analysis Techniques

› 1.3 Identify Key Terminology in Root Cause Analysis

› 1.4 Analyze Case Studies Demonstrating Root Cause Analysis

› 1.5 Apply Root Cause Analysis in Real-World Scenarios

› 1.6 Evaluate the Effectiveness of Root Cause Analysis Strategies

• 2 Tools and Techniques for Root Cause Identification — 6 classes

› 2.1 Identify Key Concepts of Root Cause Analysis

› 2.2 Explore the 5 Whys Technique for Problem Solving

› 2.3 Apply Fishbone Diagram for Visual Analysis

› 2.4 Utilize Pareto Chart for Prioritizing Causes

› 2.5 Assess the Role of Failure Mode and Effects Analysis (FMEA)

› 2.6 Develop an Action Plan Based on Root Cause Findings

• 3 Data Collection and Analysis for Root Cause Analysis — 6 classes

› 3.1 Identify Key Data Sources for Root Cause Analysis

› 3.2 Design Effective Data Collection Methods

› 3.3 Analyze Collected Data for Patterns and Trends

› 3.4 Utilize Statistical Tools to Interpret Data

› 3.5 Validate Data Integrity and Reliability

› 3.6 Apply Findings to Develop Actionable Insights

• 4 Implementing Solutions and Countermeasures — 6 classes

› 4.1 Identify Potential Solutions for Root Causes

› 4.2 Evaluate Solution Feasibility and Impact

› 4.3 Design Effective Countermeasures

› 4.4 Develop an Implementation Plan for Solutions

› 4.5 Monitor and Adjust Solutions Post-Implementation

› 4.6 Document Lessons Learned and Best Practices

• 5 Evaluating Effectiveness and Continuous Improvement — 6 classes

› 5.1 Assess Current Performance Metrics

› 5.2 Identify Gaps in Process Effectiveness

› 5.3 Implement Root Cause Analysis Techniques

› 5.4 Develop Action Plans for Improvement

› 5.5 Monitor and Measure Improvement Outcomes

› 5.6 Foster a Culture of Continuous Improvement

• 6 Defining and Scoping a Problem — 10 classes

› 6.1 Recognising a Real Problem

› 6.2 Symptoms Versus Causes

› 6.3 Gathering Facts at the Scene

› 6.4 Writing a Problem Statement

› 6.5 Using Is and Is Not Analysis

› 6.6 Sizing the Impact on Customers

› 6.7 Setting Scope and Boundaries

› 6.8 Forming the Problem Solving Team

› 6.9 Assigning Roles and Timelines

› 6.10 Opening a Problem Log

• 7 Immediate Containment and Interim Actions — 10 classes

› 7.1 Protecting the Customer First

› 7.2 Stopping the Flow of Defects

› 7.3 Sorting and Segregating Suspect Stock

› 7.4 Tagging and Quarantine Procedures

› 7.5 Recalling Affected Deliveries

› 7.6 Interim Controls and Extra Checks

› 7.7 Communicating Containment to Teams

› 7.8 Documenting Containment Evidence

› 7.9 Deciding When Containment Can End

› 7.10 Safety Considerations During Containment

• 8 Five Whys and Cause Chains — 10 classes

› 8.1 Principles of Asking Why

› 8.2 Preparing for a Why Session

› 8.3 Running a Five Whys Step by Step

› 8.4 Avoiding Blame in Why Questions

› 8.5 Checking Each Answer with Evidence

› 8.6 Branching Why Trees

› 8.7 Reaching a True Root Cause

› 8.8 Common Mistakes in Why Analysis

› 8.9 Practising on Equipment Failures

› 8.10 Recording Why Results

• 9 Fishbone and Cause Mapping — 10 classes

› 9.1 Structure of a Cause and Effect Diagram

› 9.2 Choosing Cause Categories

› 9.3 Brainstorming with the Team

› 9.4 Grouping and Sorting Ideas

› 9.5 Marking Likely Causes

› 9.6 Testing Causes with Observation

› 9.7 Cause Mapping a Sequence of Events

› 9.8 Linking Causes to Evidence

› 9.9 Using Fishbone Diagrams in Service Work

› 9.10 Reviewing Diagrams for Gaps

• 10 Data Tools for Finding Causes — 10 classes

› 10.1 Choosing the Right Data Tool

› 10.2 Check Sheets for Cause Counts

› 10.3 Pareto Analysis to Find the Vital Few

› 10.4 Histograms of Process Results

› 10.5 Scatter Plots for Cause Testing

› 10.6 Stratifying by Time and Location

› 10.7 Comparing Good and Bad Conditions

› 10.8 Simple Control Chart Reading

› 10.9 Reading Trends and Cycles

› 10.10 Telling a Story with Data

• 11 Failure Analysis for Equipment and Process — 10 classes

› 11.1 Types of Equipment Failure

› 11.2 Inspecting Failed Parts Safely

› 11.3 Preserving Evidence

› 11.4 Timeline of Events Method

› 11.5 Barrier and Change Analysis

› 11.6 Human Factors and Procedure Gaps

› 11.7 Environmental and Material Causes

› 11.8 Comparing Similar Machines

› 11.9 Escape Point Analysis

› 11.10 Confirming Root Cause by Test

• 12 Corrective and Preventive Action Planning — 10 classes

› 12.1 Difference Between Correction and Corrective Action

› 12.2 Writing Clear Corrective Actions

› 12.3 Selecting Practical Solutions

› 12.4 Weighing Cost and Benefit

› 12.5 Assigning Owners and Deadlines

› 12.6 Trial Runs Before Full Roll Out

› 12.7 Updating Procedures and Training

› 12.8 Preventive Actions Across Similar Processes

› 12.9 Tracking Actions to Closure

› 12.10 Management Review of Open Actions

• 13 Structured Problem Solving Reports — 10 classes

› 13.1 Reasons for Structured Reports

› 13.2 Report Format Step by Step

› 13.3 Writing Clear Technical Statements

› 13.4 Including Evidence and Photos

› 13.5 Describing Root Cause Plainly

› 13.6 Summarising Actions and Results

› 13.7 Customer Facing Problem Reports

› 13.8 Peer Review Before Submission

› 13.9 Presenting a Problem Report Orally

› 13.10 Filing and Retrieving Reports

• 14 Verification, Lessons Learned and Practice — 10 classes

› 14.1 Measuring Whether the Fix Worked

› 14.2 Setting Verification Periods

› 14.3 Checking for Recurrence

› 14.4 Spreading Lessons to Other Teams

› 14.5 Building a Lessons Learned Library

› 14.6 Coaching Others in Problem Solving

› 14.7 Common Pitfalls and Biases

› 14.8 Working a Full Case Study

› 14.9 Peer Assessment of a Case

› 14.10 Capstone Problem Solving Presentation

LAPT — 85 Great Portland Street, W1W 7LT, London, United Kingdom
info@lapt.org • +44 7513 283044 • lapt.org

UKPRN 10067351 • Company 4984798
Curriculum current at the date of issue.