The document provides an overview and agenda for a presentation on the Lean Handbook Journey. The presentation covers: - The history and development of the Lean Body of Knowledge (BOK) by four partner associations including ASQ. - An explanation of the four major sections that make up the BOK, with an emphasis on Continuous Process Improvement techniques and tools which account for 60% of the Bronze exam content. - Details on how the BOK covers both the "how" of Lean through processes, systems and techniques, and the "why" through underlying principles. - The agenda outlines exploring the makeup and flow of the BOK, information on Bronze Lean Certification, and a Q

1. The Lean Handbook Journey
The Lean Handbook Journey
Session C5
Monday, February 27, 2:00 – 3:00 pm
Presented by
Anthony Manos
LBC
Key Learning Outcomes
• Better understanding of the make–up of
the Lean Handbook
• How the body of knowledge flows
• Moving beyond the tools of Lean into the
culture
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2. The Lean Handbook Journey
Agenda
• The current Lean Body of Knowledge and
its history
• The make–up of the handbook and its
contributing authors
• Information related to the Bronze Lean
Certification
• Suggested readings
• Q&A
Introduction
• First and foremost, this is not the exam
prep book
• This is the “overall BOK book”
• It was written at the “tactical” level (vs.
integrative or strategic)
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3. The Lean Handbook Journey
Current BOK & History
Four Partner Associations
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4. The Lean Handbook Journey
Brief History of the Lean Certification
• 2001 – Members of SME, AME, and constituents of the Shingo Prize
came together and determined the need to align practitioners to a
common foundation – fundamentals – of lean practice to provide a
roadmap to support workforce development and training efforts.
• 2004 – Development of the BOK began in earnest. The Shingo Prize
model served as a basis for the program’s Body of Knowledge.
• 2005 – The proposed lean body of knowledge was validated in a
study thus launching the Lean BOK version 2.0
• Kaizen Blitz Week – Nearly 60 lean practitioners gathered for a week
to develop the components of Lean certification program. Teams
were established to focus on exams, portfolios and the mentoring
requirements. Throughout the development process, nearly 200 Lean
practitioners were involved in the creation of this program not
including the couple of thousands that participated in the study.
ASQ Joins
• 2006, March - The first Bronze exam was offered to the public, the
Certification Oversight & Appeals Committee was established
• 2006, June - the Silver exam was available
• 2006, December – the Gold exam launched
• 2007 - The Shingo Prize Model was restructured, a second validation
study was performed
• 2008 - Updated BOK V3.0 (with weighting factors for Bronze, Silver,
Gold)
• 2010 – ASQ joins the partnership
• The Future of the BOK - Validation studies will be conducted every
5-7 years
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5. The Lean Handbook Journey
The Shingo Principles
Results
Enterprise
Alignment
Continuous Process
Improvement
Cultural Enablers
Guiding Principles
Create Value for the Customer
Create Constancy of Purpose
Think Systematically
Focus on Process
Embrace Scientific Thinking
Flow & Pull Value
Assure Quality at the Source
Seek Perfection
Lead with Humility
Respect for Every Individual
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6. The Lean Handbook Journey
Supporting Principles
Measure what Matters
Align Behaviors with Performance
Identify Cause & Effect Relationships
See Reality
Focus on Long-term
Align Systems
Stabilize Processes
Align Strategy
Rely on Data
Standardize Processes
Insist on Direct Observation
Focus on Value Streams
Keep It Simple & Visual
Identify and Eliminate Waste
Integrate Improvement with Nurture Long-term Relationships
Work Empower & Involve Everyone
Develop People
Assure a Safe Environment
Shingo Prize Transformation Process
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7. The Lean Handbook Journey
BOK Basic Layout
1. Cultural Enablers • Principles
2. Continuous • Processes
Process • Techniques and
Improvement practices
3. Consistent Lean
Enterprise Culture • Principles
• Measurement
Systems
4. Business results
• Key Lean Related
Measures
Alignment
Principles
How?
Processes / Systems
Techniques & Practices
Why?
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8. The Lean Handbook Journey
Four Major Sections (Bronze %)
• Section 1 – Cultural Enablers (15%)
• Section 2 – Continuous Process
Improvement (60%)
• Section 3 – Consistent Lean Enterprise
Culture (10%)
• Section 4 – Results (15%)
Section 1 – Cultural Enablers
People
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9. The Lean Handbook Journey
Rubric 1 – Cultural Enablers
1.1. Principles of Cultural Enablers (3%)
1.1.1. Respect for the individual
1.1.2. Humility
1.2. Processes for Cultural Enablers (4%)
1.2.1. Planning & Deployment
1.2.2. Create a sense of urgency
1.2.3. Modeling the lean principles, values, philosophies
1.2.4. Message Deployment - Establishing vision and direction
1.2.5. Integrating Learning and Coaching
1.2.6. People development - Education, training & coaching
1.2.7. Motivation, Empowerment & Involvement
1.2.8. Environmental Systems
1.2.9. Safety Systems
Rubric 1 – Cultural Enablers
1.3. Cultural Enabler Techniques and Practices (8%)
1.3.1. Cross Training
1.3.2. Skills Assessment
1.3.3. Instructional Goals
1.3.4. On-the-Job Training
1.3.5. Coaching & Mentoring
1.3.6. Leadership Development
1.3.7. Teamwork
1.3.8. Information Sharing (Yokoten)
1.3.9. Suggestion Systems
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10. The Lean Handbook Journey
Section 2 – Continuous Process
Improvement
Tools
Principles of CI
2.1. Principles of Continuous Process Improvement (15%)
2.1.1. Process Focus
2.1.2. Identification & Elimination of Barriers to flow
2.1.2.1. Flow & the Economies of Flow
2.1.2.2. 7 Wastes (Muda), Fluctuation (Mura), and Overburden (Muri)
Connect & Align Value added work
2.1.2.3.
fragments
2.1.2.4. Organize around flow
2.1.2.5. Make end-to-end flow visible
2.1.2.6. Manage the flow visually
Match rate of production to level of customer demand - Just-in-
2.1.3.
Time
2.1.4. Scientific thinking
2.1.4.1. Stability
2.1.4.2. Standardization
2.1.4.3. Recognize Abnormality
2.1.4.4. Go and See
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11. The Lean Handbook Journey
Principles of CI
2.1.5. Jidoka
2.1.5.1. Quality at the source
2.1.5.2. No defects passed forward
2.1.5.3. Separate man from machine
2.1.5.4. Multi-process handling
2.1.5.5. Self detection of errors to prevent defects
2.1.5.6. Stop and Fix
2.1.6. Integrate Improvement with Work
2.1.7. Seek Perfection
2.1.7.1. Incremental continuous improvement (Kaizen)
2.1.7.2. Breakthrough continuous improvement (Kaikaku)
Lean CI Systems
2.2. Continuous Process Improvement Systems 20%
2.2.1. Visual Workplace
2.2.1.1. 5S standards and discipline
2.2.2. Lot size reduction
2.2.3. Load leveling
2.2.4. 3P Production Process Preparation
2.2.5. Total Productive Maintenance (including predictive)
2.2.6. Standard Work
2.2.7. Built-in feedback
2.2.8. Strategic Business Assessment
2.2.9. Continuous Improvement Process Methodology
2.2.9.1. PDCA
2.2.9.2. DMAIC
2.2.9.3 Problems Solving Storyboards
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12. The Lean Handbook Journey
Lean CI Systems
2.2.10 Quality Systems
2.2.10.1 ISO and Other standards
2.2.11 Corrective Action System
2.2.11.1. Root Cause analysis
2.2.12. Project Management
2.2.13 Process design
2.2.14 Pull System
2.2.15 Knowledge Transfer
Lean CI Techniques
2.3. Continuous Process Improvement Techniques & 25%
Practices
2.3.1. Work Flow Analysis
2.3.1.1. Flowcharting
2.3.1.2. Flow Analysis Charts
2.3.1.3. Value Stream Mapping
2.3.1.4. Takt Time Analysis
2.3.2. Data Collection and Presentation
2.3.2.1. Histograms
2.3.2.2. Pareto Charts
2.3.2.3. Check Sheets
2.3.3. Identify Root Cause
2.3.3.1. Cause & Effect diagrams (Fishbone)
2.3.3.2. 5-Whys
2.3.3.3. Failure Mode and Effects Analysis
2.3.4. Presenting Variation Data
2.3.4.1. Statistical Process Control Charts
2.3.4.2. Scatter and Concentration Diagrams
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13. The Lean Handbook Journey
Lean CI Techniques
2.3.4. Presenting Variation Data
2.3.4.1. Statistical Process Control Charts
2.3.4.2. Scatter and Concentration Diagrams
2.3.5. Product and Service Design (make sure to include engineering
changes re: capabilities)
2.3.5.1. Concurrent Engineering
2.3.5.2. Quality Function Deployment
2.3.5.3. Product or Process Benchmarking
2.3.5.4. Design for Product Life Cycle (DFx) - cradle to cradle
2.3.5.5. Variety Reduction - product and component
2.3.5.6. Design for Manufacturability
2.3.6. Organizing for Improvement
2.3.6.1. Kaizen Blitz Events
Lean CI Techniques
2.3.7. Countermeasure Activities
2.3.7.1. Mistake and Error Proofing (Poka Yoke)
2.3.7.2. Quick Changeover/Setup Reduction (SMED)
2.3.7.3. One Piece Flow
2.3.7.4. Right sized equipment
2.3.7.5. Cellular Flow
2.3.7.6. Sensible Automation
2.3.7.7. Material Signals (Kanban)
2.3.7.8. Source Inspection
2.3.8. Supply Processes External
2.3.8.1. Supplier managed inventory
2.3.8.2. Cross-docking
2.3.8.3. Supplier Assessment and Feedback
2.3.8.4. Supplier Development
2.3.8.5. Supplier Benchmarking
2.3.8.6. Logistics
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14. The Lean Handbook Journey
Lean CI Techniques
2.3.9. Supply Processes Internal
2.3.9.1. Material Handling
2.3.9.2. Warehousing
2.3.9.3. Planning and Scheduling
Section 3 – Consistent Lean
Enterprise Culture
Culture
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15. The Lean Handbook Journey
Principles of Lean Culture
3.1. Principles of Consistent Lean Enterprise Culture 5%
3.1.1. Systemic Thinking
3.1.1.1. Part-whole relationships are clear and explicit through holistic
thinking
3.1.1.2. The organization evolves as necessary to accommodate future
conditions through dynamic thinking
3.1.1.3. Closed-loop thinking to assure effective feedback of
organizational learning
3.1.2. Constancy of Purpose
3.1.2.1. Focus on Results
3.1.2.2. Focus on Waste Elimination
3.1.2.3 Focus on Value to customer
3.1.3. Social Responsibility
Processes for Lean Culture
3.2. Processes for Developing Consistent Lean 3%
Enterprise Culture
3.2.1. Enterprise Thinking
3.2.1.1. Organize around flow
3.2.1.2. Integrated business system and improvement system
3.2.1.3. Reconcile reporting systems
3.2.1.4. Information management
3.2.2. Policy Deployment / Strategy Deployment
3.2.2.1. Scientific thinking as a strategy process
3.2.2.2. Series of nested experiments
3.2.2.3. Dynamic give and take
3.2.2.4. Forming consensus
3.2.2.5. Align strategies and execution
3.2.2.6. Standard work for strategy communication - how we think and
talk
3.2.2.7. Resource deployment and allocation
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16. The Lean Handbook Journey
Techniques for Lean Culture
3.3. Consistent Enterprise Culture Techniques & 2%
Practices
3.3.1. A3
3.3.2. Catchball
3.3.3. Redeployment of Resources
Section 4 – Business Results
Results
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17. The Lean Handbook Journey
Principles of Business Reults
4.1. Principles of Business Results 4%
4.1.1. Create Value first to drive performance
4.1.1.1. Measure what matters to the customer
4.1.1.2. Measure normal versus abnormal conditions - (triggers
response)
4.1.1.3. Guidelines for Measurement
Categories
* Customer demand and
characteristics
* Customer retention
* Waste
* People Development Measures
* Quality
* Cost and Productivity
* Competitive Impact
Measurement Systems
4.2. Measurement Systems 3%
4.2.1. Measurement
4.2.1.1 Understand interdependencies between measures and
measurement categories
4.2.1.2 Align internal measures with what matters to customers
4.2.1.3 Measure the results from the 'whole' system
4.2.1.4 Measure flow and waste
4.2.1.5 Lean Accounting
4.2.1.6. Voice of the Customer
4.2.2. Goal and Objective Setting
4.2.2.1. SMART (Specific, Measurable, Achievable, Realistic, Timely)
4.2.2.2. Tied to the customer
4.2.3. Analysis - Understand what moves the dial on measures
4.2.4. Reporting
4.2.4.1. Visible feedback real-time
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18. The Lean Handbook Journey
Lean Measures
4.3. Key Lean Related Measures 8%
4.3.1. Quality
4.3.1.1. Rework
4.3.1.2. First Pass Yield
4.3.2. Delivery
4.3.2.1 Takt Time
4.3.2.2 Cycle Time
4.3.2.3 Lead Time
4.3.3 Cost
4.3.3.1 Inventory turns
4.3.3.2 Queue time
4.3.3.3 Wait time (delays)
4.3.3.4 Overall Equipment Effectiveness (OEE)
4.3.3.5 Changeover Time
4.3.4 Financial Impact
4.3.5.1. Cash Flow
4.3.5 Competitive Impact
4.3.6.1. Customer Satisfaction
Handbook & Authors
Many voices, many styles
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19. The Lean Handbook Journey
Many Voices, Many Styles
• We were lucky enough to work with some
of the best minds in Lean
• Look around – a contributing author may be
sitting right next to you or attending this
conference
• Some of these authors are already on the
Recommended Reading list or have top
selling Lean books
• Different and varied backgrounds
A Special Thanks to -
• Christopher Abrey • Dr. Mark W. Morgan
• Andy Carlino • Frank Murdock
• Adil Dalal • Mike Osterling
• Grace Duffy • Robert (Bob) Petruska
• David S. Foxx • Govind Ramu
• Dr. Gwendolyn Galsworth • Rama Shankar
• Bruce Hamilton • Gregg Stocker
• John Kendrick • Chad Vincent
• Matthew Maio • Pat Wardell
• David Mann • Jerry M. Wright
• Anthony Manos Editors:
• Brian H. Maskell • Anthony Manos
• Timothy F. McMahon • Chad Vincent
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20. The Lean Handbook Journey
Lean Bronze Certification
Prepare, Exam, Portfolio
Preparation
1. Assess your knowledge - to earn this certification, you
should demonstrate your understanding of the Lean
Certification Body of Knowledge (PDF). You should also
understand the basics of lean.
2. Read the recommended material - Exam questions are
based on specific Recommended Readings (PDF) selected
by knowledgeable and experienced individuals.
3. Apply - After you apply for the Lean Bronze Certification,
you will receive an "Applicant Kit" which will include: Body of
Knowledge, Recommended Reading List, Portfolio
candidate portfolio instructions, Bronze level portfolio forms,
Lean Proctor form and agreement
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21. The Lean Handbook Journey
Exam
4. Attend a classroom review course or register for LORP
(Lean Online Review Program) (Optional)
5. Take the exam - the open-book 170-question exam takes
three hours. It is strongly recommended that you bring your
recommended reading material to the exam. All exam
questions are taken from those sources. You can find exam
taking tips here. (PDF)
6. Receive the Knowledge Certificate - when you pass the
exam, you receive a certificate (not a certification) that
serves as a base for pursuit of the Lean Bronze, Silver and
Gold Certifications. It is valid for three years and is not
renewable.
Portfolio
7. Construct and submit your portfolio of experience -
you must submit your portfolio and have it accepted within
the three year timeframe beginning from the date on your
knowledge certificate.
It should document:
• Completion of 80 hours minimum of education/training
requirements.
• Five (5) tactical projects: events, projects and/or activities
to which specific lean principles and tools were applied.
• Portfolio reflection: results of the events, projects and/or
activities.
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22. The Lean Handbook Journey
Next Steps
8. Work with a mentor (Optional)
9. Plan your next step - You may choose to pursue
recertification or the Lean Silver Certification. Your Lean
Bronze Certification is valid for three years.
Company Benefits
• With an established Lean standard, companies
enjoy a clear understanding of the capability of
their resources.
• Provides the opportunity for significant training
and development.
• Mentoring is a fundamental part of the Lean
program, helping to mold new Lean experts
• Standardize Lean practices within organizations,
regardless of size or industry
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23. The Lean Handbook Journey
Individual Benefits
• Develop career planning milestones
• Gain a portable, career credential
• Share and gain Lean knowledge through
mentoring others
• Align to the Lean knowledge and competency
standard
• Attain abilities recognized across the industry
• Develop a portfolio of your experience
Suggested Readings
Bronze Level
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24. The Lean Handbook Journey
Recommended Readings
Exam questions are based on these Recommended
Readings:
• Gemba Kaizen, Masaaki Imai
• Lean Production Simplified, Pascal Dennis or
Lean Hospitals by Mark Graban
• Lean Thinking, James P. Womack and Daniel T.
Jones
• Learning to See: Value Stream Mapping to Create
Value and Eliminate Muda, Mike Rother and John
Shook
Please note: exam questions are not based on specific information
from the Lean Handbook
Book Covers
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25. The Lean Handbook Journey
Wrap-up and Q&A
Evaluations
Wrap-up, Q&A, and Evaluations
Key Learning outcomes:
• Better understanding of the make–up of
the Lean Handbook
• How the body of knowledge flows
• Moving beyond the tools of Lean and into
the culture
• Q&A
• Evaluations
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26. The Lean Handbook Journey
Thank you
Lean Handbook – Coming Soon!
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