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Course ID: 252436

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Fundamentals of Lean for Business Organizations

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All types of organizations can use lean to become more efficient. This impact explores lean implementation in both manufacturing and non-manufacturing settings.
  • Topic t2 Objective o3 - Objective Text
Value Stream Maps are designed to yield efficiency improvements. This impact explores how they can be applied to a non-manufacturing process.
  • Topic t2 Objective o3 - Objective Text
Lean has its origin in the Japanese manufacturing industry in the 1980s as a waste reduction and improvement methodology. However, as it turned out, methods and principles of lean thinking spread to logistics, and from there on to the military and construction industries. Lean methods and principles have since been applied successfully across many other industries. Service and transactional industries that use Lean include healthcare, insurance, financial services and banking, call centers, government, IT, retail, and transportation. Lean is a methodology that incorporates a powerful set of tools and techniques designed to maximize customer value, while reducing waste along the entire value stream. It also focuses on improving overall efficiency, quality, and customer satisfaction. Due to its ability to improve customer satisfaction and deliver bottom line financial gains to organizations, it is a preferred strategic choice for many business organizations. This course introduces the basic principles of Lean, including the five-step Lean process cycle, and shows how Lean can be integrated with Six Sigma to offer an optimal production management solution that fits your company's unique business needs.
  • match industry types with examples of how Lean principles are applied
  • identify the basic principles of Lean
  • recognize correct application of the process for implementing Lean in an organization
  • order the steps in the Lean process
  • determine the best approach for integrating Lean and Six Sigma to address a given business need
  • match production management systems with their corresponding characteristics
  • match production management systems to corresponding business conditions that they are designed to address
Lean methodology comprises a powerful set of tools designed to optimize perfection and quality in a manufacturing or service organization. 5S is a tool for organizing and creating a productive work environment. Hoshin Kanri deals with strategic direction and management to ensure creation of value in products and processes. Jidoka helps identify and solve errors in a production or service delivery process. Standard Work aims at establishing the best procedures for each process to ensure efficient work methods and help eliminate waste. This course will introduce many of the Lean tools used by organizations to strive for perfection and improve quality. You will be able to assess how 5S can be applied for organizing and standardizing a workplace. You will also learn the strategies for using Hoshin Kanri and the activities involved in the Jidoka process. Finally, you will be introduced to the key success factors for implementing the principles of Standard Work and how it helps eliminate certain types of wastes in any type of workplace.
  • recognize activities that comprise 5S
  • recognize strategies for using Hoshin Kanri to address a problem within an organization
  • match steps in the PDCA cycle to actions that would be carried out at each step
  • sequence examples of activities that occur during the jidoka process
  • match types of waste with examples of how they can be eliminated through standard work
The Lean approach is to eliminate waste from an organization's production and fulfillment processes and to maximize every opportunity to improve efficiencies and customer satisfaction. By applying Lean tools and techniques, organizations can become more competitive and responsive to customer demands. For example, the Visual Workplace is a Lean tool that uses of clear visuals such as signs, labels, and color-coded markings to keep workers from wasting time and effort searching for materials. Another tool – just-in-time management – ensures there is a continuous supply of components, parts, and supplies so that workers have what they need, where they need it, when they need it. This course will introduce the Visual Workplace and just-in-time management as ways to establish Lean in your organization. The course will present line balancing as a way of increasing throughput and ensuring that work is distributed equally among resources. It will also introduce the Lean concept of kanban, a signaling system that triggers restocking of supplies. This course demonstrates the implementation of these Lean tools in both the manufacturing and service environments.
  • identify the goals of the visual workplace
  • match tools used in the visual workplace with corresponding examples
  • evaluate a customer-supplier relationship to determine how well the Just-in-time method is being applied
  • recognize examples of the appropriate way to implement kanbans in a workplace
  • identify the goals of line balancing
  • use takt time to predict implications for a given company
Eliminating waste is one of the most effective ways to increase the profitability of any organization. Processes either add value or waste to the production of a product or service. The seven wastes originated in Japan, where waste is known as muda. Seven types of waste were originally identified by Toyota's Chief Engineer Taiichi Ohno. Identifying and eliminating these wastes is one of the core principles of Lean Manufacturing. In order to eliminate waste, one must know what waste is, where it exists, and what causes it. There are practical and simple strategies for dealing with each type of waste, thereby reducing harmful effects on a company and improving overall performance and quality. This course will introduce the learner to some of the Lean tools used for identifying wastes and streamlining the value flow and how these can be used in organizations. The course will examine various aspects of muda, continuous flow, line balancing and the concept of value and non-value-add. Examples will be provided throughout the course reflecting these tools applied in both manufacturing and service environments.
  • classify production activities as value-add, non-value-add, or necessary non-value-add
  • identify the criteria for value-add activities
  • recommend strategies for eliminating waste in a work setting, given a scenario
  • use line balancing calculations to achieve continuous flow in a given workplace
Processes are a part of every business. It is important to graphically depict these processes so areas of waste can be identified and eliminated, creating a more efficient, profitable, and lean organization. This course will enable the learner to create and interpret both current and future-state value stream maps and to recognize how a value stream map is used to improve an organization's processes. An overview of value stream mapping in both the manufacturing and service industries will be presented.
  • sequence the steps in the value stream mapping process
  • recognize the benefits of value stream mapping
  • map the current state of a given value stream
  • recognize steps to creating a future-state map
Experts say that becoming a Lean enterprise is largely culture-related. An organization's culture dictates how people work, their attitudes toward work and change, their relationships with each other and management, and the way change is introduced and implemented. Any company that wants to make sustainable improvements can benefit from a Lean culture. Effective Lean enterprises successfully turn knowledge into action. Continuous improvement – or kaizen – is key to this ability. The timely and productive application of kaizen methods allows an organization to eliminate waste, create a healthy and Lean culture, and change the behaviors and attitudes that create waste. This course will provide tips and strategies for creating a culture that embraces Lean and principles for implementing kaizen as part of that culture.
  • categorize characteristics of organizational culture as Lean or non-Lean
  • identify strategies for building a kaizen culture
  • match the characteristics of a kaizen event to corresponding descriptions
  • recognize activities a team carries out while implementing kaizen in an organization

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