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The lean Expert is responsible for the lean approach. A real man to do everything, his role evolves constantly according to the progress of the process.

The function of the Lean Expert

The lean Expert is the guarantor in the implementation of the tools, proposes and validates the plan of deployment with the management, promotes the approach and pilot the service lean. However, this multi-card Position evolves according to the maturity of the approach.

Phase 1: Become aware of the need to change

It is the first steps of Lean in the company. The Lean Expert, often a person already present in the company (responsible for production…), takes control of his new function. It has the main task of building a first encrypted report and convincing the staff of the need to change.

It will have to have a good knowledge of the tools of the conduct of change.

Phase 2: Starting with a pilot project

The Lean Expert having obtained the agreement for a first project, he will be able to steer it and especially communicate on the results.

At this point, the management must carefully follow the project to avoid the flop. The Lean Expert will also make sure to choose a ” simple ” project on both the technical and human aspects.

Once the first project is successful, it will continue on other sectors of the company or other subjects.

Phase 3: Creating the new organization

Now the approach has been successful and in agreement with management, we want to strengthen and speed up the process. The lean expert becomes ” really ” lean expert and hires its first collaborators. Its role becomes then more a facilitator in the deployment of projects.

It integrates the Lean skills into the standards of the internal training programs.

Phase 4: Deploying the approach and changing habits

Lean is now well developed within the ” traditional ” services of production, quality and logistics. The challenge now is to open up new avenues of improvement by deploying the approach upstream of the Gemba: product conception, marketing…

As the pilot of these specific projects, the mission is to make these new services ” autonomous ” in the process.

Phase 5: Completing the conversion and Fix the culture

The Lean Expert then positions itself as a proponent of the approach to arrive at a ” Critical mass ” of people who have integrated the new paradigms into their daily behaviors.

The human qualities of the Lean Expert

In view of this particular function, the Lean Expert must above all be a person with a certain charisma, a sense of adventure and good skills in communication and negotiation.

The components of Lean Expert training

In addition to knowing at a higher level the knowledge of the Lean Leader, the Lean Expert is trained on the elements below.

For the levels, the scale is as follows :

  • E: Expert, knows how to use and transmit
  • C: Good knowledge, knows how to use
  • I: understands what it is but not or little use it

Lean Six Sigma Management

Deploying the method

Know how to describe the strategic planning tools and use them to create the deployment plan.

Know how to create and manage a portfolio of projects in progress and coming and that are clearly aligned with the stakes of the company.

Know how to identify impacts at the organization level.

Know how to make a company flexible and autonomous.

Know how to lead the way towards prices.


Change Management

Understand the principle of critical mass and implement the associated indicators.

Understand management issues and how to engage them in the process.

To be able to know more about the interlocutor through the model of Hermann.


Oversee the approach

Know how to create the action plans for the Yellow belt, Green belt and Black belt.

Know how to create a communication plan around the process.


Mentoring the process

Mentor Lean Teams certified and not certified.

Identify the sponsors and drivers and then train them in their missions.


Lean 6 Sigma and Finance

Understand the principle of the cost/benefit method.


Train Staff

Learn the principles of learning

Know how to build a training.

Know how to analyze the needs, build and ensure the results of the training plan.



Know and know how to use Agile management methods. : SCRUM, the Planning poker Card, the Wall planning Poker and the Kanban.



Problems solving

Understand the value of a Multi-Vari study and know how to lead it.

Know and know how to use the Kepner Tregoe method.


Just in time

Just in time

Know how to explain the principle of retarded differentiation and its impact on the design of new lines.

Know how to set up an advanced flow system, stream pulled through the DDMRP.

Know how to set up the total flow, from the supplier to the customer via the GPA, the cross-docking and the improvement of the incoming and outgoing flows.


Just In Time process design

Know how to animate a project to design a production line in just a time: the choice between a manual and automatic process at the reception of the line and then the installation of the line.


Lean Six Sigma Innovation

The Design For X

Knowledge of the different ” arm ” of the Design For X and associated methods.


The fundamentals of the Six Sigma

The fundamentals of the Six Sigma

Know the basic concepts of the Six Sigma that are the variability and the DMAIC process.

Know of the main indicators of the 6 Sigma: DPU, DPMO, cumulative aggregate yield, DPO and PPM.

Know how to conduct a capability study.

Know the principle of Gage R & R, regressions, and hypothesis testing. Know what this can be used for the deployment of the process.

Know the concept of experience plans and the difference between traditional plans and statistical plans.

Be introduced to the concept of control charts.


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