Pillar One: Continuous Improvement

Module 1: Continuous Improvement Tools

This module examines the principles and methods used to create systematic, ongoing workplace improvement. Participants explore Continuous Improvement philosophies including Just-In-Time (JIT), Thinking Revolution, and Lean Manufacturing, along with the 20 Keys to Workplace Improvement. The module also explains how to measure improvement opportunities, establish priorities, and focus improvement efforts where they can produce meaningful operational results.

Module 2: Material Flow and Facilities Layout

This module explains how facility layout influences material flow, productivity, and operational efficiency. Participants examine signs that an existing layout should change, one-piece flow, industrial company and layout types, and the limitations of traditional layouts. The module presents a structured six-step layout design methodology and introduces Muther’s 8 Factors as a practical tool for analyzing and improving facility layouts.

Module 3: Material Flow and Design Of Cellular Layouts

This module examines cellular manufacturing and the design of production cells for improved material flow and workforce utilization. Participants compare mass production, assembly lines, and cellular layouts and learn a structured methodology for cell design. Practical tools include line balancing, group technology, time study, production leveling, multifunctional workers, and workforce optimization to support efficient production flow.

Module 4: Equipment Efficiency: Quality and Poka-Yoke

This module explains how Poka-Yoke techniques can prevent errors and improve manufacturing quality. Participants examine inspection and Statistical Quality Control (SQC), the progression from traditional inspection toward zero-defect approaches, and the role of mistake-proofing in production operations. The module also presents a practical Poka-Yoke design methodology for identifying and preventing potential process errors.

Module 5: Equipment Efficiency: Performance and Motion Study

This module examines motion study as a method for improving workplace efficiency and equipment performance. Participants learn motion economy principles and practical techniques for identifying unnecessary work, delays, and inefficient interactions between workers and machines. Tools covered include value analysis, 5W2H, 5-Why analysis, worker-machine diagrams, machine-worker ratios, and machine-machine diagrams.

Module 6: Equipment Efficiency: Availability, Performance, and Maintenance

This module examines equipment maintenance strategies for improving availability and operational performance. Participants compare different types of maintenance and learn how corrective, preventive, autonomous, Total Productive Maintenance (TPM), and Reliability Centered Maintenance (RCM) approaches are implemented. The module also covers equipment FMEA, reliability, preventive maintenance analysis, and maintenance management tools used to develop and manage effective maintenance programs.

Module 7: Equipment Efficiency: Availability, Quality, and SMED

This module explains how Single-Minute Exchange of Die (SMED) techniques reduce setup and changeover time. Participants examine traditional setup practices and apply the three-stage SMED methodology: separating internal and external activities, converting internal activities to external activities, and streamlining the remaining work. The module also addresses zero changeover and the operational, productivity, flexibility, inventory, and economic effects of setup improvement.

Module 8: Environment Improvements and the 5S

This module examines the 5S methodology for creating and sustaining clean, organized, and efficient workplaces. Participants learn how to implement Sort, Set in Order, Shine, Standardize, and Sustain in production and office environments, including computer workspaces. Practical tools include red-tagging, signs, painting strategies, preventive order and shine, and promotional techniques that support long-term 5S implementation.

Module 9: Other Improvement Keys

This module examines additional improvement practices involving employees, materials, suppliers, visual controls, and technology. Participants explore improvement teams, employee empowerment, supplier development, energy and material conservation, and inventory reduction. The module also covers visual management tools such as Andon and Kanban and technology-related approaches including Jidoka, information systems, and the effective use of leading and site technologies.

Pillar Two: Employee Involvement and Empowerment.

Module One: Getting Started

This module introduces the employee involvement and empowerment portion of the course and establishes the foundation for the leadership topics that follow. It gives participants a starting point for examining their role in leading, involving, and empowering employees in the workplace and prepares them to consider how their leadership practices affect individual and team performance.

Module Two: The Evolution of Leadership

This module examines leadership principles, characteristics, and approaches that influence how managers lead others. Participants explore the Kouzes and Posner practices of modeling, inspiring, challenging, enabling, and encouraging, along with servant leadership and a personal leadership inventory. The module concludes with developing an action plan for applying these leadership concepts in the workplace.

Module Three: Situational Leadership

This module explains Situational Leadership and how leaders can adapt their management approach to different employees and workplace circumstances. Participants examine the four primary approaches—Telling, Selling, Participating, and Delegating—and learn how each represents a different level of leadership direction and involvement. The focus is on selecting an appropriate leadership approach rather than relying on a single management style.

Module Four: Lead through Team Building

This module examines how leaders build, organize, and manage high-performance teams. Participants explore team purpose, leadership, accountability, span of control, and practical considerations for structuring manufacturing teams. The module also addresses effective Standard Operating Procedures (SOPs) and performance measurement through annual reviews, Performance Indicators, Key Performance Indicators (KPIs), and Overall Equipment Effectiveness (OEE).

Module Five: Lead by Example

This module examines how a leader’s behavior, consistency, and example influence employees and workplace culture. Participants explore role modeling, influencing skills, persuasion, and principles of influence, considering how leaders create impact through their actions. The module also addresses promoting continuous learning and developing a business case for removing toxic employees whose behavior negatively affects the organization.

Module Six: Lead by Communicating with Your Team

This module explains how leaders communicate direction, vision, expectations, and feedback to their teams. Participants examine how to communicate the company’s vision, identify its relevance to employees, communicate concisely, and maintain open lines of communication. The module also emphasizes positive feedback as part of team culture and examines practical approaches to resolving workplace conflict.

Module Seven: Lead by Establishing Trust, Respect, and Encouraging Growth

This module examines the leader’s role in creating trust, mutual respect, and employee development. Participants explore methods for encouraging growth, the importance of leadership training before promotion, and the relationship between trust and effective teamwork. The module also considers how leaders respond to mistakes and examines manufacturing examples in which mistakes ultimately contributed to important innovations.

Module Eight: Lead by Motivating Your Team

This module examines practical approaches to employee motivation and morale. Participants explore Herzberg’s theory, expectancy theory, autonomy, mastery, purpose, and intrinsic and extrinsic motivation. The module also addresses team incentives, personality-based motivators, motivational planning, employee growth and development, and techniques for addressing individual and team morale problems, including factors contributing to excessive employee turnover.

Module Nine: Lead by Setting SMART Goals

This module explains how leaders establish, communicate, monitor, and adapt performance goals. Participants examine norms and standards, the GROW model, and how to develop Specific, Measurable, Attainable, Realistic, and Timely goals. The module connects goals with motivation, performance management, strategic planning, and job analysis while addressing monitoring results, evaluating progress, adapting goals, and obtaining employee input.

Module Ten: Employee Assistance Program (EAP)

This module examines Employee Assistance Programs and how organizations can use them to help employees address personal and workplace needs. Participants learn how employees can access assistance, how organizational buying power can add value, and how to incorporate employee savings programs. The module also discusses the practical considerations involved in starting an EAP program.

Conclusion: Challenging the Process

This conclusion examines why individuals and organizations often resist change and how leaders can constructively challenge established thinking. Participants consider change, commitment, consistency, and the College Myth while exploring innovation, identifying opportunities for improvement, lobbying for change, and reverse mentoring. The section also addresses practical approaches for convincing management and other committed stakeholders to consider alternative ideas and solutions.

Conclusion: Challenging the Process

This conclusion examines why individuals and organizations often resist change and how leaders can constructively challenge established thinking. Participants consider change, commitment, consistency, and the College Myth while exploring innovation, identifying opportunities for improvement, lobbying for change, and reverse mentoring. The section also addresses practical approaches for convincing management and other committed stakeholders to consider alternative ideas and solutions.

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