Lean Training
Three streams · Four belt levels · Twelve credentials
QCDMS · Oakville, Ontario · Delivered in person across Ontario
About the Lean stream
Who chooses this stream
Operations, transit, construction, municipal services, healthcare flow, warehousing — anywhere the problem is delay, movement, rework or inconsistency in how work gets done.
| Belt | Hours | Days | Topics | What you will be able to do |
|---|---|---|---|---|
| Lean White Belt | 4 – 8 | 1 | 1 | You will see the waste already in your work, and have the language to talk about it. |
| Lean Yellow Belt | 24 – 30 | 3 – 4 | 7 | You will be able to run a daily management system and lead a rapid improvement event yourself. |
| Lean Green Belt | 48 – 74 | 6 – 9 | 13 | You will be able to lead a full improvement project end to end, with a measured result. |
| Lean Black Belt | 80 – 126 | 10 – 16 | 17 | You will be able to lead improvement across the organization and coach other belts. |
Hours are cumulative and instructional. Days assume eight instructional hours. Lower figures apply to open / public programs; upper figures to in-company programs delivered at full depth.
| 5W2H | |
|---|---|
| WHAT | Lean White Belt — 4 – 8 instructional hours over 1 days, covering 1 published topics. Capability level: Aware. |
| WHY | You will see the waste already in your work, and have the language to talk about it. |
| WHO | Everyone on the floor or in the office. No prior knowledge needed. |
| WHERE | Delivered in person in Ontario — at an open / public venue, or on site at the employer's premises. |
| WHEN | 1 days. Sessions are spaced across the program period so participants can apply tools between them, and so operational disruption is minimized. |
| HOW | Instructor-led, small cohorts, tactile simulation and structured exercises after every concept. Worked examples drawn from process types participants recognize. |
| HOW MUCH | 4 – 8 instructional hours. Scope of work after certification: your own task or work area. |
Certification requirements
| Requirement | Standard |
|---|---|
| Attendance | 100% |
| In-class exercises | Required. Participation is assessed. |
| Written examination | Optional quiz |
| Improvement project | Optional |
| Credential | Lean White Belt. The certificate names the stream and the level. |
Detailed training topics — 1 topic
LEAN BASICS
Lean is all about reducing waste · History of Lean · Pioneers of Lean · Lean philosophy and principles · Plan-Do-Check-Act (PDCA) · The 9 Wastes (DOWNTIME + P) — overview · Waste: Defects · Waste: Overproduction · Waste: Waiting · Waste: Non-utilized talent · Waste: Transportation · Waste: Inventory · Waste: Motion · Waste: Extra processing · Waste: Poor planning · Value-added work · Necessary non-value-added work · Waste as inefficiencies · Muda, Mura, Muri · 3Ps of Lean — Purpose, People, Process · Gemba or waste walk · Ohno circle · Tactile simulation game (hands-on learning) · Exercises
| 5W2H | |
|---|---|
| WHAT | Lean Yellow Belt — 24 – 30 instructional hours over 3 – 4 days, covering 7 published topics. Capability level: Competent. |
| WHY | You will be able to run a daily management system and lead a rapid improvement event yourself. |
| WHO | Team members, supervisors and team leads who run a process day to day. |
| WHERE | Delivered in person in Ontario — at an open / public venue, or on site at the employer's premises. |
| WHEN | 3 – 4 days. Sessions are spaced across the program period so participants can apply tools between them, and so operational disruption is minimized. |
| HOW | Instructor-led, small cohorts, tactile simulation and structured exercises after every concept. Worked examples drawn from process types participants recognize. |
| HOW MUCH | 24 – 30 instructional hours, cumulative. Scope of work after certification: your own process or team. |
Certification requirements
| Requirement | Standard |
|---|---|
| Attendance | 90% |
| In-class exercises | Required. Participation is assessed. |
| Written examination | 70% pass |
| Improvement project | Optional |
| Credential | Lean Yellow Belt. The certificate names the stream and the level. |
Detailed training topics — 7 topics
LEAN BASICS
Lean is all about reducing waste · History of Lean · Pioneers of Lean · Lean philosophy and principles · Plan-Do-Check-Act (PDCA) · The 9 Wastes (DOWNTIME + P) — overview · Waste: Defects · Waste: Overproduction · Waste: Waiting · Waste: Non-utilized talent · Waste: Transportation · Waste: Inventory · Waste: Motion · Waste: Extra processing · Waste: Poor planning · Value-added work · Necessary non-value-added work · Waste as inefficiencies · Muda, Mura, Muri · 3Ps of Lean — Purpose, People, Process · Gemba or waste walk · Ohno circle · Tactile simulation game (hands-on learning) · Exercises
LEAN DAILY MANAGEMENT
Daily engagement to find Lean waste and Six Sigma variation · Using Hoshin Kanri KPIs to set huddle boards and structure · KPI boards (graphical) · Kanban boards (status, issues, tasks) · Project status boards (burndown, burnup, status) · Huddle meetings at all levels · Leader standard work and Gemba walks · Engaging staff through huddles · Communication structure to identify improvement opportunities · Exercises
HOUSE OF TOYOTA — STANDARDIZATION
The foundation of Lean · Visual management: 5S or organization · Point of use · Lines, markers and visuals · KPIs and targets — Overall Equipment Effectiveness (OEE) · KPIs and targets — Cost of Poor Quality (COPQ) · Huddle boards · Flow or Kanban boards (schedule, issues, projects) · Skills gap matrix · Standardization · Standard operating procedures · Lean daily management · Process stability (5M + 1E) · Leader standard work · Kamishibai
HOUSE OF TOYOTA — JUST IN TIME
Give the customer what they want, when, how and in the quantity they want · Standard time · TAKT time · Cycle time · Processing time (value-added) · Lead time · Batch cycle · Gap cycle vs. TAKT · Changeover · Waiting · Queue · PCE — Process Cycle Efficiency · Efficiency · Time and motion · Downtime and uptime · Pitch · Bottleneck and load balancing (time) · Throughput · One-piece flow · Reduced batching · Work in process (WIP) · FIFO · Pull or Kanban · Heijunka Type I · Heijunka Type II · Work cell · Load balancing
HOUSE OF TOYOTA — JIDOKA
Quality built into the process · Poka Yoke (mistake or error proofing) · Abnormality detection and escalation · Stop and fix · Andon system or automation · First time right · Jidoka system — detect, alarm, stop production · Quality control and quality assurance · Yield · First pass yield · Rolled throughput yield · Standard quality criteria · Standard quality checks · COPQ — cost of poor quality
HOUSE OF TOYOTA — RESPECT FOR PEOPLE
Engage people in driving the business · Teams — types, constraints, stages of development · Team communication and group behaviours · Employee engagement · Job instructions and clarity · Skills development · Teamwork · Self-organized teams · Problem solving and process improvement ownership
HOUSE OF TOYOTA — KAIZEN / RCA
Make daily small, medium and large process improvements · Continuous improvement · Plan-Do-Check-Act (PDCA) · Five principles of Lean · A3 thinking (structured problem solving) · Lean or Kaizen events (point, rapid, VSM-based) · Six Sigma DMAIC methodology · Value stream mapping (as applicable) · Root cause analysis and problem solving (small, medium, large scale) · Process improvements (daily to breakthrough) · Other improvement methodologies · Exercises
| 5W2H | |
|---|---|
| WHAT | Lean Green Belt — 48 – 74 instructional hours over 6 – 9 days, covering 13 published topics. Capability level: Proficient. |
| WHY | You will be able to lead a full improvement project end to end, with a measured result. |
| WHO | Anyone leading improvement projects within a process or department. |
| WHERE | Delivered in person in Ontario — at an open / public venue, or on site at the employer's premises. |
| WHEN | 6 – 9 days. Sessions are spaced across the program period so participants can apply tools between them, and so operational disruption is minimized. |
| HOW | Instructor-led, small cohorts, tactile simulation and structured exercises after every concept. Worked examples drawn from process types participants recognize. |
| HOW MUCH | 48 – 74 instructional hours, cumulative. Scope of work after certification: a process or department. |
Certification requirements
| Requirement | Standard |
|---|---|
| Attendance | 90% |
| In-class exercises | Required. Participation is assessed. |
| Written examination | 75% pass |
| Improvement project | Required — one project |
| Credential | Lean Green Belt. The certificate names the stream and the level. |
Detailed training topics — 13 topics
LEAN BASICS
Lean is all about reducing waste · History of Lean · Pioneers of Lean · Lean philosophy and principles · Plan-Do-Check-Act (PDCA) · The 9 Wastes (DOWNTIME + P) — overview · Waste: Defects · Waste: Overproduction · Waste: Waiting · Waste: Non-utilized talent · Waste: Transportation · Waste: Inventory · Waste: Motion · Waste: Extra processing · Waste: Poor planning · Value-added work · Necessary non-value-added work · Waste as inefficiencies · Muda, Mura, Muri · 3Ps of Lean — Purpose, People, Process · Gemba or waste walk · Ohno circle · Tactile simulation game (hands-on learning) · Exercises
SIX SIGMA BASICS
Six Sigma is all about reducing variation · History of Six Sigma · Pioneers of Lean Six Sigma · Six Sigma philosophy and principles · Descriptive and inferential statistics · What is data? Where is data? · SIPOC — Supplier, Input, Process, Output, Customer · Y = f(X) — output is a function of the inputs · Data types — qualitative and quantitative · Attribute vs. variable data · Discrete vs. continuous data · Measures of central tendency — mean · Measures of central tendency — median · Measures of central tendency — mode · Measures of central tendency — 80th percentile · Measures of spread — range · Measures of spread — variance · Measures of spread — standard deviation · Histogram and normal distribution · Basic control chart · Box and whisker plot · Process capability (basic) · Yield and rolled throughput yield · Sigma levels — DPU, DPO, DPM, DPMO · Exercises
LEAN DAILY MANAGEMENT
Daily engagement to find Lean waste and Six Sigma variation · Using Hoshin Kanri KPIs to set huddle boards and structure · KPI boards (graphical) · Kanban boards (status, issues, tasks) · Project status boards (burndown, burnup, status) · Huddle meetings at all levels · Leader standard work and Gemba walks · Engaging staff through huddles · Communication structure to identify improvement opportunities · Exercises
HOUSE OF TOYOTA — STANDARDIZATION
The foundation of Lean · Visual management: 5S or organization · Point of use · Lines, markers and visuals · KPIs and targets — Overall Equipment Effectiveness (OEE) · KPIs and targets — Cost of Poor Quality (COPQ) · Huddle boards · Flow or Kanban boards (schedule, issues, projects) · Skills gap matrix · Standardization · Standard operating procedures · Lean daily management · Process stability (5M + 1E) · Leader standard work · Kamishibai
HOUSE OF TOYOTA — JUST IN TIME
Give the customer what they want, when, how and in the quantity they want · Standard time · TAKT time · Cycle time · Processing time (value-added) · Lead time · Batch cycle · Gap cycle vs. TAKT · Changeover · Waiting · Queue · PCE — Process Cycle Efficiency · Efficiency · Time and motion · Downtime and uptime · Pitch · Bottleneck and load balancing (time) · Throughput · One-piece flow · Reduced batching · Work in process (WIP) · FIFO · Pull or Kanban · Heijunka Type I · Heijunka Type II · Work cell · Load balancing
HOUSE OF TOYOTA — JIDOKA
Quality built into the process · Poka Yoke (mistake or error proofing) · Abnormality detection and escalation · Stop and fix · Andon system or automation · First time right · Jidoka system — detect, alarm, stop production · Quality control and quality assurance · Yield · First pass yield · Rolled throughput yield · Standard quality criteria · Standard quality checks · COPQ — cost of poor quality
HOUSE OF TOYOTA — RESPECT FOR PEOPLE
Engage people in driving the business · Teams — types, constraints, stages of development · Team communication and group behaviours · Employee engagement · Job instructions and clarity · Skills development · Teamwork · Self-organized teams · Problem solving and process improvement ownership
HOUSE OF TOYOTA — KAIZEN / RCA
Make daily small, medium and large process improvements · Continuous improvement · Plan-Do-Check-Act (PDCA) · Five principles of Lean · A3 thinking (structured problem solving) · Lean or Kaizen events (point, rapid, VSM-based) · Six Sigma DMAIC methodology · Value stream mapping (as applicable) · Root cause analysis and problem solving (small, medium, large scale) · Process improvements (daily to breakthrough) · Other improvement methodologies · Exercises
SEVEN QC TOOLS (SEVEN SAMURAI)
Process flow diagrams: SIPOC · Process flow diagrams: swim lane · Process flow diagrams: time and motion · Process flow diagrams: traveller sheets · Process flow diagrams: SOPs · Histogram · Control chart (basic) · Frequency distribution · Stem and leaf · Box and whisker plot · Pareto analysis · Fishbone diagram · 5 Whys · Check sheet · Scatter diagram and correlation diagram · Exercises
A3 THINKING — ROOT CAUSE ANALYSIS
Overview of root cause analysis · Basic RCA: 5 Whys, RCA form · A3 problem-solving method — overview · Step 1: 5W2H (what, when, where, who, why, how, how much) · Step 2: Team formation · Step 3: Problem statement · Step 4: Process metrics · Step 5: Temporary solution · Step 6: Data collection and test plan · Step 7: Y = f(X) or SIPOC · Step 8: Fishbone diagram · Step 9: Test plan and results · Step 10: Root cause analysis (5 Whys, fishbone) · Step 11: Finding solutions · Step 12: Implement action plan · Step 13: Verify solution effectiveness · Step 14: Sustain and control · Exercises
RAPID KAIZEN EVENTS / RAPID RCA EVENTS
Overview of rapid Kaizen methodology · Define improvement area (layout, flow, time and motion, resourcing, efficiency, bottlenecks) · Quick charter (scope, objective, owner) · Process understanding (specific step or area) · Data collection (cycle time, delays, utilization, movement) · Process walk (Gemba — focused observation) · Time and motion study (as applicable) · Identify inefficiencies (waste, imbalance, constraints) · Prioritization of opportunities · Solution design (layout, flow, resource alignment, standard work) · Action plan (who, what, when — short cycle) · Rapid implementation (test, adjust, stabilize) · Target setting (throughput, cycle time, utilization, output) · Control (visual management, simple KPIs, standard work) · Benefits realization · Lessons learned and next improvements
QUALITY CIRCLES CULTURE
Purpose and business alignment (QCDMS focus) · Leadership role in building a quality circle culture (Gemba leadership) · Quality circle structure, team formation and governance · High-impact topic selection (from losses to projects) · Standard methodology (PDCA / A3 thinking) · Coaching mindset for leaders — develop thinking, not solutions · Integration with daily management systems (LDM, visual boards) · Review and presentation system (monthly / quarterly) · Competition, recognition and circle awards framework · Sustainment, replication and culture maturity strategy
PROCESS MAPPING TOOLS
Gemba walks and observations · Process studies · Swim lane mapping · Spaghetti diagram · Time and motion studies · Macro process mapping · Micro process mapping · Traveller sheets · Flow charts · SIPOC · Value stream mapping
| 5W2H | |
|---|---|
| WHAT | Lean Black Belt — 80 – 126 instructional hours over 10 – 16 days, covering 17 published topics. Capability level: Expert. |
| WHY | You will be able to lead improvement across the organization and coach other belts. |
| WHO | Improvement leads and operations managers responsible for performance across the organization. |
| WHERE | Delivered in person in Ontario — at an open / public venue, or on site at the employer's premises. |
| WHEN | 10 – 16 days. Sessions are spaced across the program period so participants can apply tools between them, and so operational disruption is minimized. |
| HOW | Instructor-led, small cohorts, tactile simulation and structured exercises after every concept. Worked examples drawn from process types participants recognize. |
| HOW MUCH | 80 – 126 instructional hours, cumulative. Scope of work after certification: the organization. |
Certification requirements
| Requirement | Standard |
|---|---|
| Attendance | 90% |
| In-class exercises | Required. Participation is assessed. |
| Written examination | 80% pass |
| Improvement project | Required — one to two projects |
| Credential | Lean Black Belt. The certificate names the stream and the level. |
Detailed training topics — 17 topics
LEAN BASICS
Lean is all about reducing waste · History of Lean · Pioneers of Lean · Lean philosophy and principles · Plan-Do-Check-Act (PDCA) · The 9 Wastes (DOWNTIME + P) — overview · Waste: Defects · Waste: Overproduction · Waste: Waiting · Waste: Non-utilized talent · Waste: Transportation · Waste: Inventory · Waste: Motion · Waste: Extra processing · Waste: Poor planning · Value-added work · Necessary non-value-added work · Waste as inefficiencies · Muda, Mura, Muri · 3Ps of Lean — Purpose, People, Process · Gemba or waste walk · Ohno circle · Tactile simulation game (hands-on learning) · Exercises
SIX SIGMA BASICS
Six Sigma is all about reducing variation · History of Six Sigma · Pioneers of Lean Six Sigma · Six Sigma philosophy and principles · Descriptive and inferential statistics · What is data? Where is data? · SIPOC — Supplier, Input, Process, Output, Customer · Y = f(X) — output is a function of the inputs · Data types — qualitative and quantitative · Attribute vs. variable data · Discrete vs. continuous data · Measures of central tendency — mean · Measures of central tendency — median · Measures of central tendency — mode · Measures of central tendency — 80th percentile · Measures of spread — range · Measures of spread — variance · Measures of spread — standard deviation · Histogram and normal distribution · Basic control chart · Box and whisker plot · Process capability (basic) · Yield and rolled throughput yield · Sigma levels — DPU, DPO, DPM, DPMO · Exercises
HOSHIN KANRI / STRATEGIC ALIGNMENT
Connecting organizational purpose to people in the process · SWOT analysis · Purpose, vision, mission and core values · Voice of the Customer · Voice of the Business · Voice of the Stakeholders · Voice of the Employees · Voice of the Process · Organizational-level KPIs, OKRs and metrics · Top-level financial measures — growth, market share, margin · Three-to-five year and annual targets · Steps to create a huddle structure · Understanding organizational structure · Teams, leads, number of team members · Critical services or processes; percentage of resources per process · Opportunities from customers, staff and stakeholders · Setting KPIs at the process level · Leader standard work to support daily KPI achievement · Exercises
LEAN DAILY MANAGEMENT
Daily engagement to find Lean waste and Six Sigma variation · Using Hoshin Kanri KPIs to set huddle boards and structure · KPI boards (graphical) · Kanban boards (status, issues, tasks) · Project status boards (burndown, burnup, status) · Huddle meetings at all levels · Leader standard work and Gemba walks · Engaging staff through huddles · Communication structure to identify improvement opportunities · Exercises
HOUSE OF TOYOTA — STANDARDIZATION
The foundation of Lean · Visual management: 5S or organization · Point of use · Lines, markers and visuals · KPIs and targets — Overall Equipment Effectiveness (OEE) · KPIs and targets — Cost of Poor Quality (COPQ) · Huddle boards · Flow or Kanban boards (schedule, issues, projects) · Skills gap matrix · Standardization · Standard operating procedures · Lean daily management · Process stability (5M + 1E) · Leader standard work · Kamishibai
HOUSE OF TOYOTA — JUST IN TIME
Give the customer what they want, when, how and in the quantity they want · Standard time · TAKT time · Cycle time · Processing time (value-added) · Lead time · Batch cycle · Gap cycle vs. TAKT · Changeover · Waiting · Queue · PCE — Process Cycle Efficiency · Efficiency · Time and motion · Downtime and uptime · Pitch · Bottleneck and load balancing (time) · Throughput · One-piece flow · Reduced batching · Work in process (WIP) · FIFO · Pull or Kanban · Heijunka Type I · Heijunka Type II · Work cell · Load balancing
HOUSE OF TOYOTA — JIDOKA
Quality built into the process · Poka Yoke (mistake or error proofing) · Abnormality detection and escalation · Stop and fix · Andon system or automation · First time right · Jidoka system — detect, alarm, stop production · Quality control and quality assurance · Yield · First pass yield · Rolled throughput yield · Standard quality criteria · Standard quality checks · COPQ — cost of poor quality
HOUSE OF TOYOTA — RESPECT FOR PEOPLE
Engage people in driving the business · Teams — types, constraints, stages of development · Team communication and group behaviours · Employee engagement · Job instructions and clarity · Skills development · Teamwork · Self-organized teams · Problem solving and process improvement ownership
HOUSE OF TOYOTA — KAIZEN / RCA
Make daily small, medium and large process improvements · Continuous improvement · Plan-Do-Check-Act (PDCA) · Five principles of Lean · A3 thinking (structured problem solving) · Lean or Kaizen events (point, rapid, VSM-based) · Six Sigma DMAIC methodology · Value stream mapping (as applicable) · Root cause analysis and problem solving (small, medium, large scale) · Process improvements (daily to breakthrough) · Other improvement methodologies · Exercises
SEVEN QC TOOLS (SEVEN SAMURAI)
Process flow diagrams: SIPOC · Process flow diagrams: swim lane · Process flow diagrams: time and motion · Process flow diagrams: traveller sheets · Process flow diagrams: SOPs · Histogram · Control chart (basic) · Frequency distribution · Stem and leaf · Box and whisker plot · Pareto analysis · Fishbone diagram · 5 Whys · Check sheet · Scatter diagram and correlation diagram · Exercises
A3 THINKING — ROOT CAUSE ANALYSIS
Overview of root cause analysis · Basic RCA: 5 Whys, RCA form · A3 problem-solving method — overview · Step 1: 5W2H (what, when, where, who, why, how, how much) · Step 2: Team formation · Step 3: Problem statement · Step 4: Process metrics · Step 5: Temporary solution · Step 6: Data collection and test plan · Step 7: Y = f(X) or SIPOC · Step 8: Fishbone diagram · Step 9: Test plan and results · Step 10: Root cause analysis (5 Whys, fishbone) · Step 11: Finding solutions · Step 12: Implement action plan · Step 13: Verify solution effectiveness · Step 14: Sustain and control · Exercises
RAPID KAIZEN EVENTS / RAPID RCA EVENTS
Overview of rapid Kaizen methodology · Define improvement area (layout, flow, time and motion, resourcing, efficiency, bottlenecks) · Quick charter (scope, objective, owner) · Process understanding (specific step or area) · Data collection (cycle time, delays, utilization, movement) · Process walk (Gemba — focused observation) · Time and motion study (as applicable) · Identify inefficiencies (waste, imbalance, constraints) · Prioritization of opportunities · Solution design (layout, flow, resource alignment, standard work) · Action plan (who, what, when — short cycle) · Rapid implementation (test, adjust, stabilize) · Target setting (throughput, cycle time, utilization, output) · Control (visual management, simple KPIs, standard work) · Benefits realization · Lessons learned and next improvements
QUALITY CIRCLES CULTURE
Purpose and business alignment (QCDMS focus) · Leadership role in building a quality circle culture (Gemba leadership) · Quality circle structure, team formation and governance · High-impact topic selection (from losses to projects) · Standard methodology (PDCA / A3 thinking) · Coaching mindset for leaders — develop thinking, not solutions · Integration with daily management systems (LDM, visual boards) · Review and presentation system (monthly / quarterly) · Competition, recognition and circle awards framework · Sustainment, replication and culture maturity strategy
KEY SKILLS TO LEAD COMPLEX & LARGE IMPROVEMENT PROJECTS
Lean Six Sigma maturity model · Roles and responsibilities of management and belt levels · Benchmarking · Project management — communication planning · Project management — scope and charter · Project management — toll gates · Project management — WBS · Project management — RACI · Project screening, selection and prioritization · Improvement project ROI · Cost-benefit analysis · NPV and business case · Change management · Group facilitation skills · Brainstorming · Affinity diagrams · Tree diagrams · Mind mapping · Matrix diagrams · Nominal group technique · Prioritization matrices · Decision trees · SWOT analysis · Activity network diagrams · Exercises
PROCESS MAPPING TOOLS
Gemba walks and observations · Process studies · Swim lane mapping · Spaghetti diagram · Time and motion studies · Macro process mapping · Micro process mapping · Traveller sheets · Flow charts · SIPOC · Value stream mapping
ADVANCED LEAN TOOLS
Large database analysis · Theory of constraints · Quality function deployment — VOC (surveys) · Quality function deployment — Kano model · Quality function deployment — CTX and CTQ · Advanced time and motion study: Yamazumi charts · Load balancing · SMED or quick changeover · Capacity planning · Kanban and inventory management · Kanban exercise and simulation · Overall Equipment Effectiveness (OEE) · Total Productive / Preventive Maintenance (TPM) · Layout improvement · Advanced visual management · Exercises
COMPLEX KAIZEN EVENT — VALUE STREAM MAPPING
Phase 1 — Executive kickoff and planning · Overview of Lean / Kaizen methodology · Define problem or opportunity; confirm process selection · Define value stream boundaries · Create project charter (scope, objectives, team, risks) · Draft swim lane / high-level process flow · Initiate A3 problem solving sheet · Align leadership expectations and ownership · Establish project timeline and next steps · Phase 2 — Team kickoff and alignment · Share improvement objectives and expectations · Lean orientation (White Belt level) · Capture Voice of Customer / Employee · Confirm scope, targets and success criteria · Refine process understanding (SIPOC, overview) · Develop data collection plan · Initiate mapping approach (VSM / process map) · Stakeholder engagement and RACI chart · Phase 3 — Process walks and current state · Conduct process walks (Gemba) across the value stream · Observe real flow, steps and handoffs · Capture cycle time, waiting time and delays · Use templates and traveller sheets for data capture · Identify inefficiencies (waste, bottlenecks, queues) · Build current state map (VSM / process map) · Phase 4 — Kaizen event workshop: analysis and design · Review and validate current state with the team · Identify inefficiencies and major Lean waste · Prioritization of issues · Perform root cause analysis as needed · Develop solutions and Kaizen bursts · Design future state (if applicable) · Define targets (KPIs, outcomes) · Create action plan (who, what, when) · Align and confirm implementation roadmap · Phase 5 — Implementation: Kaizen burst execution · Execute prioritized improvements · Apply Lean / Six Sigma tools as required · Implement flow, pull and layout changes · Develop standard work · Apply error-proofing (Poka Yoke) · Validate performance improvements · Update action plan as needed · Phase 6 — Review and control · Track progress through regular reviews · Monitor KPIs and dashboards · Remove barriers and escalate issues · Apply control plans and leader standard work · Maintain leadership visibility and alignment · Phase 7 — Sustainment and closure · Validate benefits realization · Develop SOPs and standardization · Install visual monitoring boards · Establish governance routines · Final reporting and closure · Phase 8 — Lessons learned and continuous improvement · Capture lessons learned (successes and gaps) · Identify next improvement opportunities · Feed the continuous improvement pipeline · Escalate complex issues if needed · Sustain Lean culture
Where a program is delivered in-company, the allocation of hours across these published topics is confirmed with the employer in a written training plan before delivery begins, based on the group’s existing capability. Core topics are delivered in every program. Depth on applied topics is weighted within the published hour range.
Training is delivered by qualified instructors with more than 48 months of relevant teaching experience within the last ten years. Lead instructor: CSSBB (ASQ) · PMP (PMI) · ACP (PMI) · CSM (Scrum Alliance) · Change Practitioner (PROSCI) · Certified Facilitator (ICA) · Authorized Partner & Trainer (ASQ).
Over 2,500 professionals trained across 120+ organizations. Employer training programs delivered under approved provincial grant funding since 2020.
Employer training grants
QCDMS is an eligible third-party training provider for employer training grant programs in Ontario. Every program is delivered in Ontario, includes structured assessment, results in a credential, and is scheduled to complete within the funding period.
What Our Clients Are Saying
Watch how trainings and coaching helped to our clients to see and overcome waste that causes patient wait times, bottlenecks in the flow and other issues which reduce quality of care.
QCDMS
Formed in 2014, we believe in improving your organization's Key performance indicators: Q-Quality, C-Cost, D-Delivery, M-Morale, S-Safety.
© All Rights Reserved
Website & Video:
CONTACT US
416.571.8770
qcdmsconsultants@gmail.com
charanjitsingh.bawa@qcdms.com
QCDMS
29 Elysian Fields Circle,
Brampton, Ontario, L6Y 6E8
Canada
FOLLOW US
SPECIAL OFFER
Contact us today and get two hours of free personalized consultation and training for your company!