Course/Event Schedule & Registration

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Continuing Education Credit Applies to this Course

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Problem Solving teaches methods for clearly defining problems, discovering root causes, and providing permanent and true solutions. Your employees at all levels can become highly effective problem solvers.

Learn A3 Writing / Problem Solving Theme Reports that provides the team member with tools to create a summarized document of their problem, proposal or status report in order to share the “need to know” information about their report to others involved. We consider it the “lean approach” to communication, saving time in reading a multi-page report versus a one page document. The report format we provide will follow the 8 step problem solving approach and provide a roadmap for coaching a development as participants practice and learn the 8 step process.

Participants learn how to:• Create problem solving statements,• Create process flows,• Create Pareto charts,• Create and analyze fishbone diagrams• Complete and analyze 5-why root cause analysis,• Complete an A3 problem solving form,

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Continuing Education Credit Applies to this Course

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Lean Healthcare 101 is a course designed to teach Lean’s continuous improvement methodology and tools. This full-day energetic event will give participants a hands-on, learn-by-doing experience by applying Lean philosophies and tools in a simulated Emergency Room environment. Students will learn value stream mapping, workplace organization, batch reduction, standardization, pull systems, continuous flow, and more. This training will prepare participants to apply Lean concepts and tools back in their own organizations to ultimately drive out waste and increase efficiency.

YOU WILL LEARN:

- How to identify and reduce waste quickly and efficiently in any hospital, lab, or clinic- How to value stream map processes- How Lean tools can improve patient as well as non-patient care processes- How to standardize processes as the basis for improvement- How all the Lean tools interrelate and create a favorable environment

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Continuing Education Credit Applies to this Course

DESCRIPTION:

Hospitals need to eliminate anything that does not add value to the customer (the patient). They need to undertake a cultural transformation. The move to Lean management is just such a transformation. Lean management focuses on standardization and improving processes and reducing or eliminating waste and unnecessary activities, motion, or waiting. Lean management''s techniques are elegantly simple to understand. But putting them into practice takes perseverance.

Our Lean Healthcare Certificate Series is an intense 5-day course that covers the Lean tools and their application in both classroom and hands-on simulation. Moreover, it focuses on the role of the Lean leader and the importance of having a vision for improvement and a strategy for effectively implementing the process of continuous improvement and sustaining it within an organization. 

Lean Healthcare Certificate Series - Week-Long Session Agenda

•  Lean Initiative Vision
• Benefits of Lean in the Healthcare Industry
• Quick Review 
• Definition of  Lean
• 8 Wastes
• Lean Tools
• Lean Tools – Deeper Exploration

Day 1:  Value Stream Mapping: current & future stateDay 2:  5S, Visual Systems, Point-of-Use, Kanban, Layout and Standardized WorkDay 3:  A3 Problem Solving Form & Root Cause Tools  (applied to actual work area issues)Day 4: Quick Change Over & Quality at the SourceDay 5:  Sustaining Gains & Culture Change

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Continuing Education Credit Applies to this Course

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2-Day Senior Executive Benchmarking

This event is for healthcare CEOs with transportation via the AU jet to Thedacare in Appleton, WI. -- one of the nation’s leading Lean Healthcare Practitioners. The program offers two days of discussion, feedback and Q&A about leading a cultural transformation in your organization. Participants will see first hand the proven processes used at Thedacare and will have the opportunity to discover effective strategies to engage physicians and employees.

2-Day Senior Executive Benchmarking

How will you benefit?

• Gain a deeper understanding of your role and the behaviors that are required of a senior executive in leading a Lean organization

• Learn insights into how to address the most challenging issues you are facing now or will be facing during the transformation journey

• See firsthand how front-line employees are using Lean tools to solve problems, and how managers are creating a work environment for

• Return to your organization with concrete steps for your journey

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Continuing Education Credit Applies to this Course

DESCRIPTION:

This course focuses specifically on the role of leaders and managers. It presents a management approach that enables a company to move effectively through unpredictable territory to desired new conditions and levels of performance. By practicing the Improvement Kata, many people can learn and become engaged in the process of improvement, adaptation, and innovation. This is a particularly good source of sustained competitive advantage. The Improvement Kata shows how to operationalize a real continuous improvement.

Day -1 Seminar

Seminar Purpose: Awareness and Understanding of A New Way of Managing

This seminar is for any organization that is searching for a better way to lead, manage, and develop people, to produce continuous improvement, adaptation, survival, and superior results. It describes a way of bringing an organization to the top and keeping it there by influencing how everyone in it thinks, acts, and reacts.

Introduces and explains new research findings about how Toyota manages its people

Develops awareness of a model of leadership and method of management through which organizations can more effectively generate adaptiveness, innovation, and sustained competitive advantage

Discusses how organizations are working to shift to this management model

Drawing on six years of research about management and leadership at Toyota, which is presented in Mike Rother's book Toyota Kata, this seminar provides a research- and experience-based look at two particular behavior routines, or kata:

The Improvement Kata—a repeating routine of establishing challenging target conditions, working step-by-step through obstacles, and always learning from the problems we encounter.

The Coaching Kata—a pattern of teaching the Improvement Kata to employees at every level to ensure that it motivates their ways of thinking and acting.

Day 2 and 3 Workshop

In the two-day workshop (which immediately follows the one-day seminar), we start with the Improvement Kata. This workshop will be held at a manufacturing facility.

Workshop Purpose: Taking first steps and learning what is involved

• Practicing hands-on the Improvement Kata, and some Coaching Kata
• Through practice, developing a deeper awareness of what this new model of leadership and management involves, and what will be required to develop such routines in an organization.

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Continuing Education Credit Applies to this Course

DESCRIPTION:

Join us June 12-13, 2012 for a highly interactive and informative training course in Toyota Business Practices & Key Concepts of Lean. Tracey Richardson, a former Toyota trainer and expert in teaching and facilitating the course that will teach the planning and problem solving processes so effectively used in the Toyota Production System. This training event being held at the Mercedes Manufacturing Plant in Vance, AL. Lunch, all training materials are included.

What you will learn:

Day One- 8 Step Problem Solving- A systematic approach to developing a problem solving culture. This technique begins with organizational purpose and gives structured guidance for solving problems while developing team member’s abilities.

1. Frame the Problem
2. Narrow down the Problem
3. Set the Target
4. Root Cause Analysis
5. Countermeasure Development
6. Seeing Countermeasures through
7. Check the Process and Results
8. Standardize and Share

Day Two- Implementing and Integrating Problem Solving into your organization- Using the D.A.M.I. model (Define, Achieve, Maintain, and Improve), leaders learn how to GTS squared (Go to the source and grasp the situation) through the use of standards and visuals. Using first-hand information to guide problem solving, leaders can then develop systematic approaches to their day to reduce firefighting and improve productivity.

• Go & See
• Grasp The Situation
• Visual Systems
• Leader Standardized Work- what it is, why you need it, how you can create it. (we will do an exercise to help you create your own).

Preparation:

Each attendee needs to bring a problem from their workplace along with first-hand data to use in practicing the techniques learned in the class. The problem should be a tangible process (something you can observe) and short enough you can describe it in 2-3 minutes. An ideal problem would have no more than 3-4 possible contributing factors and include a repetitive process that takes about 1-3 minutes to complete. Videos and photos of your problem will help explain the process to the class.

About the Instructor:
Tracey Richardson is a Lean Consultant with 21 years experience in the field. She worked at Toyota Motor Manufacturing KY as a team member, team leader and group leader in the Plastics Department from 1988-1998. Tracey has more than 460 hours training in Toyota Methodologies and Philosophies. She currently is a trainer for Toyota and their affiliates in North America and also trains outside of the company.

Who Should Attend:
This workshop is designed for CEOs, Presidents, Human Resource Directors, Lean Leaders, Operations Directors — anyone facilitating change within the Manufacturing, Energy, Health Care and Financial industries.

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Continuing Education Credit Applies to this Course

DESCRIPTION:

NOTE: This course is designed for organizations that are already involved in the implementation of Lean Continuous Improvement. It is recommended to achieve the most benefit from this training, that an organizatioin should have participation in this workshop by someone from operations as well as from the accounting area of the organizatioin.  

Learn lean costing methods that provide more accurate and simpler information

Learn lean costing methods that provide more accurate and simpler information

• Learn how costs can be calculated and decisions can be made from value stream processes
• Learn how lean organizations achieve well-planned and effective operation
• Learn how to develop a practical approach to lean accounting

This course is designed to assist companies in aligning their lean production system strategies with the organization’s accounting and financial strategies. This three-day seminar will teach you – using hands-on and classroom training -- how to make appropriate changes in your accounting systems to support an overall transformation to a lean enterprise. This course is appropriate for accounting managers, operations managers, finance managers, and others involved in the organization’s financial management processes.

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Continuing Education Credit Applies to this Course

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Learn to be more efficient by eliminating non-value-added activities.  Lean manufacturing is a systematic approach to identifying and eliminating waste through continuous improvement techniques.  Lean training is for managers, supervisors, plant managers, team leaders, manufacturing engineers and floor/process personnel.  This course involves classroom and practical hands-on simulation training.

Purpose:The Lean Certificate Series is a five-day “boot camp” that prepares Lean Leaders. Participants complete this training ready to take on key roles in leading an organization’s implementation of Lean Continuous Improvement. Training consists of:

Principles of Lean: A full day of classroom instruction and hands-on exercises in a manufacturing simulation that promotes continuous improvement. Participants are introduced to standardized work, workplace organization, visual controls, set-up reduction, batch size reduction, point of use storage, quality at the source, and workforce practices and pull systems.

Value Stream Mapping & 5s: The VSM process consists of identifying value streams/product groups, mapping a current state of material and information flow, assessing waste in the process, and designing an improved process. The 5s system of waste reduction (sort, set-in-order, shine, standardize, and sustain) is the basis of making these improvements.

TPM & Quick Changeover: TPM is a Lean-based system applied to equipment maintenance. It focuses on a lifecycle approach using teams to improve availability, performance and quality of critical machines. The four-step changeover improvement process is based on the principals of the Single Minute Exchange of Dies (SMED) system, developed by Shigeo Shingo, to dramatically reduce or eliminate changeover time.

Pull/Kanban Systems & Cellular Flow: Pull/Kanban is based on the concept of building products based on actual consumption. The system uses visual signals when parts need to be replaced. Participants learn how to control shop floor inventory and production schedules by implementing pull systems. Cellular Flow is the linking of manual and machine operations into the most efficient combination of resources to maximize value-added content while minimizing waste.

Sustaining Lean: The Lean process must be sustained by management and permeated throughout the organization as a cultural way of doing business. Sustaining Lean teaches how to instill the lean philosophy and techniques into the workforce and prepares Lean Leaders to foster the sustained process of continuous improvement.

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Continuing Education Credit Applies to this Course

DESCRIPTION:

MIKE HOSEUS, instrumental in establishing Toyota's manufacturing presence in the U.S., as documented in his award-winning book, “Toyota Culture: The Heart and Soul of the Toyota Way,” is now helping American companies transform to Lean Enterprises.

This course teaches the importance of strategic planning for the organizational leadership and the integration of the HR activities into the overall Lean process as key to accelerating lean implementation and setting a foundation for a sustainable lean culture.

Purpose:

Day #1: The Role of Leadership in the Lean Process

• Learn actions to immediately improve your profits and cash flow.
• Understand why simply focusing on “cost cutting” in these challenging times is the wrong approach.
• Learn why “delegating lean” to others doesn’t work, and may actually hurt your bottom line.
• Understand how having the wrong performance measures can negatively affect your organization
• Learn how to use lean to link your business needs to your daily activities
• Understand and implement processes and systems to sustain your improvement activity.
• Assess your organization’s current state of “Lean Leadership” initiate an improvement plan to address the gap
• Why Strategy Deployment is the "brain and nervous system" of lean
• What Plan-Do-Check-Adjust looks like at each management level and what processes are required to support it
• Use cross functional management to address horizontal and vertical disconnects
• How to develop clear concise A3 strategies for the critical few goals
• How to use “catchball” to achieve alignment and focus both within and between management levels
• How to sustain your lean transformation in the long term

Day #2: The Lean People Development

• Understand the People Development process flow that starts at recruiting and stops at retirement!
• How to establish the proper roles for all levels of your organization based on your “True North”
• Identify and prioritize the core competencies needed by people working in a lean operation
• How to attract and hire the best “talent fit” for your lean organization
• How to establish a effective “on boarding” process for lean
• Using Standardized Work and Job Instruction Training (TWI) as the foundation for both training and improvement
• Describe roles and problem solving responsibilities in the context of the strategic priorities of their organizations
• Consider the functions of the lean tools in supporting successful performance
• Consider the difference between On-the-Job Training and Development and classroom education and recognize the function of each in a lean context

Who Should Attend:
This workshop is designed for CEOs, Presidents, Human Resource Directors, Lean Leaders, Operations Directors — anyone facilitating change within the Manufacturing, Energy, Health Care and Financial industries.

Instructor:Mike Hoseus, Executive Director for the Center for Quality People & Organizations

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Continuing Education Credit Applies to this Course

DESCRIPTION:

Six Sigma training creates a special infrastructure of people within the organization (''Green Belts'' ''Black Belts'') who are experts in these methods. Each Six Sigma project carried out within an organization follows a defined sequence of steps and has quantified financial targets (e.g. cost reduction or profit increase). Black Belts are the people trained to lead and manage these often extensive and sometimes complex projects.Our Six Sigma Green Belt/Black Belt is comprised of four weeks of training (first two weeks is Green Belt, all four weeks is Black Belt). The training course has two distinct parts: The in-class portion and a project. The in-class portion consists of lectures, exercises, and team-learning competitions. All of the statistical and quality tools needed to successfully complete a Black Belt project will be thoroughly presented so that the student can return to his/her facility and readily apply them. (There is no project for Green Belt). The course follows the five-phase DMAIC approach. Students will learn how to first DEFINE opportunities. The next step is to MEASURE the performance of the process. The third phase is how to ANALYZE the opportunity, and seek out the potential causes of variation. Students will learn how to apply statistical methods to identify and root out these causes. The steps then are to IMPROVE and CONTROL the performance ofthe process. The successful completion of a Black Belt project is a vital part of the Black Belt training because in order to become certified by the American Society for Quality, the applicant must demonstrate competence.

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Continuing Education Credit Applies to this Course

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To succeed, a Six Sigma initiative must have the support at the highest tiers of the organization’s management. The Champion is the focal pointfor this organizational support.

The Six Sigma Champion course is an 8-hour class that consists of:

• The Basics of Six Sigma
• The Roles and Responsibilities of Six Sigma
• Launching Initiatives
• Defining Opportunities
• Project Scoping, Selection, Charter

In addition, Exercises and Examples are provided to assist managers in visualizing how Six Sigma can be deployed in their company.

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Continuing Education Credit Applies to this Course

DESCRIPTION:

Purpose: The purpose of the training course is to prepare learners to plan and conduct internal audits within their organization.

Duration: 2.5 Days. Scheduled class time is Day 1 and 2: 8:00 to 5:00 P.M.; Day 3: 8:00 to 12:00 P.M.

Training Overview: The training is designed to provide learners with the knowledge and skills to successfully plan and prepare for an audit, perform an audit, document an audit, reporting on the results of an audit, and manage corrective actions.

Specific Key topics to be addressed: The purpose and importance of Internal Auditing; Quality audit types; Internal Audit key terms and definitions; Skills needed for successful auditing; ISO Standards overview and the audit process; Building an audit program; Auditor conduct and responsibilities;  and Preparing for and performing the audit

Hands-on training activities:

Self-check and discussion sessions; Group Activities including tool and checklist development ; Practice/simulation audit of a specific area of an environmental management system

Training Objectives: Upon completion of the training the learner should be equipped to:

• Explain the purpose of a quality audit
• Identify five types of quality audits
• Define specific audit terms
• Use ISO Quality Standards to assess quality performance and compliance
• Design and implement tools needed to conduct a quality audit
• Discriminate between good and poor audit techniques, methods, and auditor conduct
• Plan, perform and document a process audit
• Initiate corrective actions and identify opportunities for improvement.

 Resources: Textbook, class handouts and materials, and a certificate of completion will be included with the course.

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Continuing Education Credit Applies to this Course

DESCRIPTION:

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CLASS CLOSED

DATES:

Continuing Education Credit Applies to this Course

DESCRIPTION:

Purpose: The purpose of the training course is to prepare learners to plan and conduct internal audits of an environmental management system within their organization.

Duration: 2.5 Days. Scheduled class time is Day 1 and 2: 8:00 to 5:00 P.M.; Day 3: 8:00 to 12:00 P.M.

Duration: 2.5 Days. Scheduled class time is Day 1 and 2: 8:00 to 5:00 P.M.; Day 3: 8:00 to 12:00 P.M.

Training Overview: The training is designed to provide learners with the knowledge and skills to successfully plan and prepare for an audit, perform an audit, document an audit, report the results of an audit, and manage corrective actions.

Specific Key topics to be addressed: Evaluation and auditing: basic theoretical concepts, The purpose and importance of environmental audits, Internal Audit key terms and definitions, ISO 14001 Standard overview and the audit process, Environmental audit program tools, Auditor conduct and responsibilities, and Preparing for, performing, and documenting the audit.

Hands-on training activities: Self-check and discussion sessions; Group Activities including tool and checklist development; Practice/simulation audit of a specific area of an environmental management system

Hands-on training activities: Self-check and discussion sessions; Group Activities including tool and checklist development; Practice/simulation audit of a specific area of an environmental management system

Hands-on training activities: Self-check and discussion sessions; Group Activities including tool and checklist development; Practice/simulation audit of a specific area of an environmental management system

Resources: Textbook, class handouts and materials, and a certificate of completion will be included with the course.

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Continuing Education Credit Applies to this Course

DESCRIPTION:

Purpose: The purpose of the training course is to prepare learners to plan and conduct internal audits within their organization with emphasis on aerospace requirements.

Duration: 3 Days. Scheduled class time is 8:00 to 5:00 PM.

Training Overview: The training is designed to provide learners with the knowledge and skills to successfully plan and prepare for an audit, perform an audit, document an audit, reporting on the results of an audit, and manage corrective actions.

Specific Key topics to be addressed: The purpose and importance of Internal Audits in aerospace quality systems; Types of quality audits; Internal Audit key terms and definitions; Skills needed for successful auditing; AS9100 and AS9101 Standards overview and the audit process; Building an audit program; Auditor conduct and responsibilities; Preparing for and performing the audit; and Reporting the results of the audit

Hands-on training activities: Self-check and discussion sessions ; Group Activities including tool and checklist development; Simulation audit of a specific area of a quality management system

Training Objectives: Upon completion of the training the learner should be equipped to:  

• Explain the purpose of a quality audit
• Identify five types of quality audits
• Define specific audit terms
• Use AS9100 Quality Standards to assess quality performance and compliance
• Design and implement tools needed to conduct a quality audit
• Discriminate between good and poor audit techniques, methods, and auditor conduct
• Plan, perform and document a process audit
• Initiate corrective actions and identify opportunities for improvement.  

Resources: Textbook, class handouts and materials, and a certificate of completion will be included with the course.

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Continuing Education Credit Applies to this Course

DESCRIPTION:

Purpose: The purpose of this training seminar is to familiarize the learner with the background, evolution, and structure of the AS9100 Aerospace Quality Management Systems Requirements Standard., and how organizations can become registered by an accreditation body.

Duration: 2 Days. Scheduled class time is 8:00 to 5:00 PM.

Training Overview: This course is designed to equip the learner with a working knowledge of the SAE AS9100 aerospace quality management systems requirements standard. With the knowledge gained from the course, learners will be prepared begin quality management system implementation planning and registrar selection activities in their organization. The course includes self-check and discussion sessions to reinforce learning as well as an audit simulation activity. During the simulation activity the learner will use the AS9101 aerospace quality management system assessment standard to build a brief audit checklist. The idea of the simulation is to allow the learner to experience an audit from both the auditor and auditee perspective.

Specific Key topics to be addressed: Background & Purpose of AS9100; AS9100 and the FAA; ISO9001:2008 and AS9100C comparison; AS9100C: Elements of the standard; AS9101: Assessment criteria for certification; and The AS9100 Certification Path

Hands-on training activities: Self-check and discussion sessions; Audit simulation

Training Objectives: Upon completion of the training the learner should be equipped to:  

• Describe the origin and development of AS9100
• Explain the purpose of the AS9100 Standard
• Compare FAA Regulation 21.303 to specific AS9100C Requirements
• Contrast AS9100C Requirements with ISO 9001:2008
• Explain the purpose of internal audits
• Define registrar, AS9101 checklist, and nonconformance report
• Explain and diagram the path to AS9100 certification

 Resources: Textbook, class handouts and materials, and a certificate of completion will be included with the course.

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Continuing Education Credit Applies to this Course

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HOST AND BACKGROUND:

Steelcase – Athens AL

Headquartered in Grand Rapids, Michigan, Steelcase is a global company with approximately 10,000 employees worldwide and more than 650 dealer locations around the world.  The Athens facility manufactures vertical fabric surfaces, panels and moveable walls. It has been on its continuous improvement journey for more than 10 years with an emphasis on a sustainable lean culture.

COURSE DESCRIPTIOIN:

More than 70% of organizations have attempted to implement a continuous improvement program, with less than 25% achieving success.  Research indicates the two primary reasons are lack of management support and failure to tie CI activities to financial results.  A lean management system helps leaders create a process focused culture based on communication and accountability.  A typical lean management system includes process monitoring, trend analysis, accountability systems, and suggestion systems linked throughout the organization with visual communication.

INSTRUCTOR:

ATAC Lean Specialist David Hicks is a Registered Professional Engineer with more than 30 years of experience in manufacturing, quality & statistics, training, test engineering, plant management, and research & development.

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Continuing Education Credit Applies to this Course

DESCRIPTION:

OSHA 10-Hr. (General Industrial Safety)  Raise your employee’s awareness of the OSHA rules and regulations that apply to them. This day-and-½ course provides an in-depth look at OSHA’s 29 CFR General Industry Standard and details the applicable S&H regulations to the affected employees of your facility. This training course will be administered by instructors that are authorized through the OSHA Outreach Training Program. Each participant will receive an OSHA 10 hour certification card from the Department of Labor upon completion of the course and exam. Training will cover guidelines set forth by standard OSHA safety and health guidelines and regulations.

Purpose:Training topics cover:  OSHA Background & General Coverage/Introduction to OSHA Standards – OSHA Citations/Inspections/Penalties/OSHA record Keeping Requirements-Machine Guarding – Hazard Communication (HAZCOM) – Electrical/Lockout Tag-out – Walking & Working Surfaces/Fall Protection – Means of Egress – Fire Protection – Personal Protective Equipment (PPE) – Confined Space Entry/Confined Space Hazards. of creating growth ideas for a fictional business.

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