Toyota Motors/University of Kentucky 10 day Lean Certification Programme
DATES: 28th August - 8th September 2017
TIME: 9am - 5pm
COST: €3750 Member rate/€4750 Non Member rate
LOCATION: Sheraton Hotel Athlone.
Places are Limited.
The UK Lean Certification Program starts the development of your own internal support facilitators for the lean transformation process. Begun in the early 90s, this Train the Trainer program has become known worldwide and has helped hundreds of companies nationally and internationally.
Unlike other training programs, the UK certification program is not a Lean Champion or Lean Expert program. Instead UK is guided by Toyotas belief that there is no such thing as a kaizen specialist or a lean expert. Those titles indicate a basic misunderstanding, i.e. participants are trained to have all the answers or can lead the effort all by themselves.
Lean doesnt work this way: everyone works at it all the time and because it embodies the principle of continuous improvement, no one understands it 100%, just as no one understands the future in all its possibilities. The UK certification gives participants the confidence and ability to raise the important questions, see the real problems, understand and avoid potential failure modes and most importantly help leadership understand its key role in the transformation process.
The Certification program is hands-on and application based. The days are organized into lecture / discussion in the mornings and laboratory in the afternoon, which allows participants to better absorb what they are learning: principles studied as the day begins can be applied the same afternoon.
The UK Certification Program is not instant knowledge, delivered in a hurry, fading away just as quickly. Instead, material is presented in a 2 week-long format.
Developing the Kaizen Mind for Leadership The program identifies the main components of lean/TPS and explains how and why these components came about. Participants will begin to understand cultural aspects of lean critical to sustaining improvement and also learn some of Toyotas techniques for substantial cost reductions. It provides the big picture of the transformation process and makes clear leaderships all-important role in that process.
Installing the Toyota ODG (Operations Development Group) The program strengthens core lean skill sets and discusses the functioning of Toyotas Operations Development Group, a way to bring leadership thinking forward and to develop management capability for TPS by providing more detail on the transformation model so that participants can begin drafting their lean implementation plan writing their plan on paper.
Maintaining Lean Through Standardization The program presents methods that sustain lean improvement. Toyotas techniques for achieving standardization will be reviewed including the significance of the role structure that keeps problems from returning. The human aspects of transformational leadership and the annual planning process called Hoshin Kanri are also presented.
- Compare traditional versus lean thinking / culture
- Describe the transformational image
- List the organizational roles required for lean that sustains development
- List true lean principles and behaviors
- List the failure modes of lean
- Practice Toyotas techniques for process and flow study
- Practice Toyotas 8-Step Problem Solving methodology
- Apply Toyotas management improvement process named Jishuken
- Describe Toyotas learning process
- Strengthen Process and Flow study
- Strengthen Problem Solving skills
- Apply the standardization principle
- Apply Toyotas annual strategic planning process called Hoshin Kanri
- Apply Toyotas Production Planning process called heijunka
- Strengthen role understanding
Benchmarking tours of local operations will provide opportunities to go and see different organizations putting lean principles into action.
Center of Manufacturing, University of Kentucky www.mfg.uky.edu
David Parsley is an Industry Extension Specialist with the Lean Systems Group at the University of Kentucky. He received his Bachelor of Science in Mechanical Engineering and Masters of Science in Manufacturing Systems Engineering from the University of Kentucky. He gained industry experience as a student while working on his Bachelor’s degree in the areas of product design and quality control of home appliances. Before returning to the University of Kentucky to complete his Lean Systems Certification and Masters Degree he worked in the mining/materials equipment manufacturing industry assisting in the transformation to a lean system. David will begin working on his PhD in Mechanical Engineering in January 2009 in the research area of Sustainable Systems.
Alonzo Allen began his career with Toyota at the Georgetown KY plant in February 1988. Three months later, the first of many vehicles rolled off the line. Starting as a Team Leader in the Plastics Department, he worked his way up to Production Manager. As Production Manager, he was responsible for safety, quality, cost, team member engagement, and new model introduction. Alonzo rotated to the Body Weld and Stamping Departments and supported training and self-sufficiency activities.
Through the Toyota Executive on Loan Program, Alonzo served as Director of a partnership with Toyota and the Bluegrass Community and Technical College. This role consisted of delivering a skilled workforce to Toyota by developing the needed fundamental technical skills and baseline TPS skills. This program has grown into a manufacturing consortium and is addressing a regional skill shortage. Another Executive on Loan assignment allowed Alonzo to partner with the Bluegrass Workforce Investment Board. This entity focused on workforce issues across a 17 county region. He was able to implement lean thinking concepts to improve the efficiency of programs.
Alonzo supported the training at the Mississippi Toyota plant, assuring that all members received the necessary training for a smooth start up and continued success.
At Toyota, he served on the Corporate Contributions Committee, as Chair of the Women’s Leadership Exchange Network, and, the Diversity Action Council
Alonzo retired from Toyota in May 2013 and joined the UK Lean Systems Program in December.
Alonzo graduated from Berea College with a BS in Industrial Management
William Cooper is a lean systems industrial extension specialist in the University of Kentucky College of Engineering. He is a member of the Lean Systems Program within the Institute of Research for Technology Development.
He received his BS in electrical engineering from Rose-Hulman Institute of Technology in 1980. In 2002 he received a Masters of Science in engineering management from the University of Louisville. In 2011 he earned a Lean Systems Graduate Certificate from the University of Kentucky
Bill has supported the UK and Toyota partnered Lean Systems Program at the University Kentucky since 2000. He has been instrumental in developing the state-of-the-art lab facilities and classrooms on campus and conducting the lab sessions for true lean courses.. He has represented the program for Engineering Open House for several years, taking advantage of a unique opportunity to expose young people to lean concepts at a very early age.
Bill is also part of a team working to introduce lean principles and coach problem solving activities within the management system of UK Healthcare. This is part of our ongoing efforts to extend the benefits of the Toyota Production System and its associated lean principles beyond the limits of the manufacturing shop floor.
Richard Alloo is a TEMA Executive in Residence at the University of Kentucky, Center for Manufacturing. In this position he is responsible for development of research relationships and projects for various new technologies with potential application to manufacturing processes and products. He is a member of the University of Kentuckys core group for developing multi-disciplinary research programs in sustainable manufacturing through the Center for Manufacturing.
Prior to his current assignment, Richard held the position of General Manager of the Production Engineering Planning Department at Toyota Motor Engineering & Manufacturing North America, Inc. (TEMA). In this position, he was responsible for administrative, planning and advanced engineering functions for the Production Engineering Division. These responsibilities included human resources planning and development, operational and capital budgeting as well as advanced manufacturing technology research and development for Toyotas North American production preparation activities.
Richard started with Toyota in 1987 as Manager of Environmental Affairs during the construction and start-up of the Georgetown, Kentucky manufacturing facility. He also performed various environmental consulting assignments for other Toyota manufacturing facilities throughout North America.
Edward R. Welch
retired from a rewarding 25-year career at Toyota Motor Manufacturing North America (TMMK) that focused on total productive maintenance, equipment reliability and engineering management. His work emphasized Toyota principles for lean management and problem solving.
Key Points of his career at Toyota:
- Led the North America Maintenance Self Reliance Team
- Coordinated maintenance initiatives for:
- 9 vehicle assembly plants
- 3 powertrain machining and assembly plants
- 4 casting plants
- Coordinated maintenance initiatives for:
- Self-reliance initiatives included:
- Maintenance member skill development
- Equipment reliability using RCM process
- Engineering concepts to improve efficiency and overall operation rate applying proactive and predictive methodology.
1987 – 1993 Facilities Engineering and Construction Manager, Electrical Engineer.
1993 – 1998 Manager of Maintenance and Engineering for Toyota Powertrain Division, Engine and Axle Manufacturing
1998 – 2007 Manager of Maintenance, Quality, New Model Pilot and Engineering for Vehicle Body Operations. Body Weld and Stamping.
2007 – 2013 Lead for North American Maintenance and Engineering
Ed is passionate about improving manufacturing efficiency by applying principles of the Toyota Production System:
- Respect for people
- continuous improvement
- TPM principles
He remains well respected, having a continuing excellent relationship with members of Toyota North America and Japan at all levels.