Lean Champion | Certification Program

• Introduction to Hoshin Kanri: origin, objectives and characteristics
• From envisioning to Hoshin Kanri
• The role of corporate Vision, Mission and Values
• Define medium to long-term goals and set annual goals at each level (What)
• Identify and select projects and actions to achieve them (How)
• Responsibilities (Who) and KPIs (How much)
• The extension and deployment to the entire organization
• The Hoshin Kanri in action
• The transfer of priorities and goals to the 2nd level
• The management mechanisms and routines
• The Visual Management
• The tools for monitoring and reviewing projects

Learning By Doing session: setting up a plan Hoshin Kanri

Managing habits for continuous improvement

• Genesis and Structure of a Behavioral Habit
• Individual Habits and Organizational Habits
• When and how to redesign a new work routine (Standard)
• Identify and define the results we want to achieve
• Define concrete performance standards to be achieved in the long term
• Defining the "why yes"
• Defining the "why not"
• Photographing the current state and identifying what I want to change
• Best Practices.
• So-so Practices of Yesterday
• PDCA cycle applied to the redesign of work routines
• How to turn the new routine into an example for others
• Continuous monitoring and improvement of one's routines

Leading Active Change

• The genesis of improvement projects: from strategic vision to escalation from the field
• Classification of projects, from improvement to innovation
• Why improvement projects fail: factors to watch out for
• The burning platform: the Reason For Action
• Evaluation of projects: benefits, efforts and impact on the organization
• Tools for representing projects
• Prioritization and governance of the Project Portfolio.
• Methods and tools for managing project progress and corporate communication
• Bottom Up Opportunities: from Daily Management to Improvement Projects.
• The definition of Project Teams, project goals and objectives of the functions
• Improvement within the organization and corporate culture

Lean & Digital Transformation

• The ongoing digital transformation, trends and exponential technologies
• Opportunities of Vertical and Horizontal Digital Integration
• The Digital Value Stream inside and outside the company
• The Smart Factory Model
• The impact of digitalization on business
• The pillars of the transition to Lean Digital Transformation
• Planning for Digital Transformation
• Identify the goals of digital transformation
• Identify and evaluate support projects
• Defining the roadmap
• Realizing change
• Organization and Competencies of the Digital Company
• Successful Experiences of Lean Digital Transformation

Learning By Doing session: digital agenda to assess opportunities and threats of a Lean Digital Transformation

The Roadmap to Operational Excellence

• What is meant by Operational Excellence, what are the goals
• The technical and managerial pillars of the operational excellence model Lean World Class®
• The change management model: awareness, preparedness, transformation and sustainability
• Timelines and goals in the transformation roadmap
• Awareness: methods and tools for understanding and engagement
• Preparation: risk management in transformation
• Time management in the management structure: the Leaders Standard Work
• The key to people development, management and skills development in the Manufacturing Training System
• Stakeholder management: recognition and communication
• The critical elements in the "awkward factory"
• The government model and the diary of transformation
• Accountability and escalation in Problem Solving
• Support the transformation, set up and manage the Auditing system