This seminar explains the underlying reasons why humans make errors and how you can prevent these errors. As professionals, we have the opportunity to observe our work environment so human errors do not occur. We have the ability to create effective policies for managing human reliability, thus decreasing the risk of human error in our workplace. Research has shown that about 76% of workers` human errors occur in the groups that have not been introduced to human error reduction. More than 7,000 professionals have benefited from taking this seminar.

This seminar is not an academic exercise: it gives you the logic and principles behind a proven lean accounting model that clearly show the positive results of lean- based on the successful lean accounting transformation performed by Wiremold Company beginning in 1991.

Many traditional performance metrics are obsolete in a lean enterprise, relying on flow technology, flexible and integrated systems, shared management, and information at the point of use. This seminar not only teaches you the science of developing lean metrics that deal with the cultural change in an organization, but you will learn how to ask the right questions, and determine what information and measures are needed to support the lean triad: supply chain, people/processes, and the customer. Do you need action triggers? Monitoring mechanisms? Performance mechanisms? Decision -facilitating displays? You`ll leave with the skills needed to revamp your own measurement systems so you can break away from outdated financial measurements and move your company to a higher level of performance and excellence.

The new battlefield of competitive advantage is moving to non-factory functions. No longer can office processes be viewed as a fixed cost, remote from the rest of the organization. The future victories will go to those who mold their office and administrative processes into flexible, fast moving, integrated functions with teams that support the entire value chain with seamless reliability- while producing the lowest costs. In order to meet this new situation, a new perspective, a new strategy, and a new tactic for office operations are a necessity for survival.

If you want to reduce supplier lead times by 50%, cut the cost of purchased material by 40 %, improve the quality of purchased materials by 70 %, and improve on-time deliveries by 80 %, then attend this advanced seminar. Purchasing is the hot spot that makes the lean supply chain work through lean supplier operations, lean logistics, availability of on- time material to your plant, and shortened delivery responses to your customers. Lean purchasing is not about doing old things better; it’s about doing new things to stay competitive.

Managing equipment in a manufacturing facility is not just a maintenance function. In TPM I you will learn that the maintenance department is no longer solely responsible for the care and upkeep of manufacturing and utility equipment since most of the causes of equipment related losses are outside of their control. Equipment performance contributes to quality, productivity and cost, customer delivery, safety and environmental issues. In addition the investment in equipment at a facility is the single largest investment in the business. Managing equipment in a facility is therefore not just a maintenance issue but an operations and management issue. This workshop focuses on the Toyota based six basic pillars of TPM: targeting the major causes of poor performance; how to involve operators in the routine maintenance of their equipment; improving the efficiency and effectiveness of maintenance; improving skills and knowledge through training; design for maintainability and operability; teamwork focused on common goals. This workshop introduces the 12 most common causes of equipment failure and what to do about them, real-world business cases, the problems they represented and what was done to improve. Learn how TPM links all other maintenance and reliability programs, how it supports lean operations and what to do to re-energize your TPM program.

Lean Equipment Management addresses 12 major equipment–related losses, and is NOT about improving maintenance but rather about improving equipment – the single largest investment of most manufacturing companies and utilities. Reliable equipment is one of the most fundamental enablers of lean manufacturing in an equipment-intensive business. Reliable equipment reduces work-in-process inventories, reduces processing delays, improves flow, improves quality, eliminates many “waiting” wastes, and reduces operating and maintenance costs. Lean Equipment Management principles, based on the pillars of TPM, addresses people, their equipment, and the work processes they use.

Learn how to determine the extent of equipment-related losses: scheduled shutdowns, downtime, inefficiency, quality, and yield. Starting points for Lean Equipment Management depends on the “maturity” of your maintenance work: highly reactive to preventive, to world-class reliability. This seminar will also explain how to develop a compelling business case for focusing on the critical few equipment targets for fast and sustainable results.

This seminar will provide a valuable educational experience for service management. The Lean process has been evolving over the last thirty years. The process was originally created as an improvement process for manufacturing. In 2007, it has a very important role in the service industry. This LeanService Seminar will address the challenges facing Field Service Managers and HQ Support Managers. The seminar will provide the tools to overcome the major issues associated with eliminating waste in The Service Value Stream. The “Service Request for Service to Cash” value stream will be used to show the improvements that can be achieved using the LeanService method.