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The lean Leader is an evolution of the function of lean Practitioner. Mastering more lean tools, he drives the complex lean projects and helps the lean practitioner.

The function of the Lean Leader

The lean Leader is a specific Position , only created within an important enterprise, at least 1000 people on the same site, and within the services of lean integrating sleep and already a lean Expert and several lean Practitioner.

Generally, in these situations, the approach is sleepy and already well launched. The role of Lean Practitioner is more to continue the process and to maintain the results achieved. The lean Leader will then have the task of supervising these actions and driving the more complex projects that the lean Expert can no longer take care of.

The human qualities of the Lean Leader

The lean Leader has the same qualities as the lean Practitioner. But in addition, in his coaching role, the Lean Leader will have to show integrity and honesty towards his team. But above all, it is the support that he will have to share with his team that will be important.

The components of the Green Belt formation

In addition to knowing at a higher level the knowledge of the Lean Practitioner, the Lean Leader is formed 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

Aligning projects with the strategy

Understand the importance of aligning projects with business strategy

How to explain how to create a clear line between performance indicators and organizational strategy using Hoshin Kanri.

Know how to make a dynamic Gemba using the principles of Gemba Kanri.

I

Change Management

be introduced to NLP and the ADKAR method.

Be introduced to the understanding of behaviors and know how to adapt in function.

I

Deploying the method

Know how to identify and coach Lean project drivers.

Understand the principles of flexibility in the organization

I

Lean 6 Sigma and Finance

Understand the vocabulary of accounting and know how to communicate with financial services to justify its actions.

C

Just in time

Just in time

Understand the principle of Junjo and the logistics contract and know how to implement them.

C

Jidoka

Jidoka

Know how to describe the stakes of the quality and how to implement it.

Know how to explain and implement the concepts of Jikotei Kanketsu.

C

Standardization

Measuring Working time

be initiated to a method of predetermination of time.

I

Ergonomics

Be introduced to advanced ergonomics studies tools such as the Osha checklist, the Ocra method and the Reba grid.

I

Heijunka

Heijunka

Understand and know how to implement the advanced leveling tools that are the logistic box and the Milkrun.

C

Kaizen

Total Productive Maintenance

Know how to structure a TPM approach and how to set up the last two pillars.

C

Problems solving

Know when and how to use the advanced problem solving tools that are the QRQC and PM analysis.

C

Lean Six Sigma Innovation

The robust design

Understand the principle of robust design, as well as the associated tools that are the loss function, the product plan and the Taguchi’s experience plans.

I

The tools of Creativity

Know how to use the first tools to facilitate creativity and generate ideas that are TRIZ, serendipity, morphological analysis, analysis of the client’s experience cycle and SCAMPER checklist.

C

Innovation

Know the principles to put themselves in a position of anticipation of problems from the conception of the product through the implementation of the concepts of the Mizenboushi and the use of the DRBFM.

C

The fundamentals of the Six Sigma

The fundamentals of the Six Sigma

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

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

I

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