3 sessions of 3 days equals 9 days of instruction:

Session A: Discussions include the 5 principles of lean, value streams, the 7 types of waste, supply chain flows, building a business case, organizing for success, and value steam mapping. Participants leave with an initial project plan and a 30-day plan of attack.

Session B: Participants return and present their current state value stream. Discussions include kanban, the 5S system, six sigma, point of use, high flexibility scheduling, changeover reduction, kaizen, collaboration, and other topics related to creating flow and leveraging pull. Participants leave with an updated project plan and a new 30-day plan of attack.

Session C: Participants return and present their progress in creating flow and leveraging pull. Discussions include mass customization, total landed cost, new product development, supply chain audits, and other topics related to lean supply chains. Participants take the CLM exam and leave with an updated project plan and a new 30-day plan of attack.

Optional: Organizations can bring in a lean expert to perform a lean supply chain audit and create a roadmap for achieving a lean supply chain certification.

Who Should Attend

1. Examining how interdependencies, variability and bottlenecks (constraints)
   affect the way we manage production
   
   
2. Identifying the undesirable effects resulting from the way we currently
   manage production
   
   
3. Establishing the bottom-line value of addressing those undesirable effects,
   achieving the desired effects and/or strategic objectives - releasing untapped
   capacity
   
   
4. Understanding the 'reasons why' it is so difficult to manage production
   
   
5. Removing the 'reasons why' it is so difficult to manage production –
   working in a paradise environment (a computer simulation)
   
   
6. Identifying the real issues as to why it is so difficult to manage production
   
   
7. Developing the 5 Focusing Steps as a global framework for managing
   interdependencies in production
   
   
8. Translating the 5 Focusing Steps into operational procedures for
   managing production - Drum-Buffer-Rope
   
   
9. Managing the effects of variability on performance - Buffer Management
   
   
10. Understanding what it takes to implement Drum-Buffer-Rope and Buffer
    Management

This workshop introduces participants to the basics of the Constraints Management: the business system and various types of transformation processes (production, projects, and supply chain); the goal of business system; definitions of terms; and the types of constraints. Theory of constraints performance measurements and simple drum-buffer-rope concepts are introduced through Socratic exercises and games.

2. Thinking Processes

This workshop introduces participants to the theory of constraints thinking processes. These powerful logic tools provide skills to answer the three basic questions facing a manager today—what to change, what to change to, and how to create the change without creating resistance. An in-depth discussion of the use of the evaporating cloud technique is presented. This tool is used to solve problems by uncovering and challenging assumptions related to the way we view the problem.

3. Production Management Overview

This workshop introduces participants to the production paradigm of constraints management. Simple games comparing balanced capacity and constraints-based capacity production environments are used to illustrate the impact of statistical fluctuation and dependent events on line throughput. The control points in a production environment are described, and how to plan and control these points using the drum-buffer-rope scheduling methodology is illustrated. VAT analysis and buffer management are described.

4. Supply Chain Management

This workshop introduces participants to the basics of managing a supply chain using constraints management. Topics include the process of identifying the constraints (internal and external) of supply chain, chain performance and flow concepts, the core problems and basic solutions for different links in a supply chain, and the dilemma of supply chains—holding too much inventory versus too little inventory.

5. Critical Chain Project Management

This workshop introduces participants to the basics of managing a single project using constraints management. The four-step process of scheduling a project using critical chain scheduling is illustrated and compared to traditional project management. Several major problems existing in project environments are presented, and solutions are illustrated using games and exercises. The concepts of strategic buffering, project decision support systems, and multi-project scheduling using critical chains are introduced.

6. Performance Measure

This workshop introduces participants to the problems using traditional performance measurements. Cost-world measurements of managerial accounting versus the throughput-world measurements of theory of constraints are illustrated through the use of the evaporating cloud of technique of TOC thinking processes. A case study on production batch sizing is used to illustrate the focus of cost-world thinking versus the focus of throughput-world thinking. The relationships of drum-buffer-rope scheduling and buffer management to each step of the five-focusing steps are introduced.

----------------------------------------------------------------------------------------------------------------

This training program provides attendees with the necessary technical knowledge to implement the logistical aspects of Critical Chain Project Management in their single or multiple project environments. This Workshop includes demonstration simulation software and a project case study to provide participants with the following learning.

• Understand why it is so hard to complete projects on time, budget and scope.

• Learn TOC concepts, the “Critical Chain” and how to plan, execute and control projects by identifying and focusing on proven TOC project management concepts.

• Create realistic project planning, executing and controlling tools in a team environment while applying TOC concepts for a sample project.

• Apply TOC concepts to all 9 PMI Knowledge Areas.

• Master managing multiple projects with limited resources.

• Learn how to gain acceptance for proven Critical Chain techniques in your organization.

• Global Supply Chain
  
• Potential Points of Vulnerability
  
• Security Components

• Factory facility Security. Develop and maintain written and verifiable procedures to ensure security method of these areas,
  
     o Physical/Electronic Access Control
     o Fencing
     o Gates and houses
     o Parking
     o Building Structure
     o Locking Devices and Key Control
     o Lighting
     o Alarm system and Video Surveillance Cameras (CCTV)
     o Visitors
  
• Ocean container security. Maintain written and verifiable procedures to ensure security method of these areas,
  
     o Container/Vehicle Tracking
     o Point of Origin-Shipping
     o Ocean Container Security Seal
     o Container Inspection
     o Container Transportation
     o Container storage
  
• Personnel Security. Maintain written and verifiable procedures to ensure security method of these areas,
  
     o Employees
     o Pre-employment verification
     o Background Checks/Investigation
     o Personnel Termination Procedures
     o Procedural Security
     o Documentation Processing
     o Investigation on Loss ID
  
• Security Training And Threat Awareness. Maintain written and verifiable procedures to ensure security training method,
  
     o Threat Awareness Program
  
• Computer system Security. Maintain written and verifiable procedures to ensure computer system
  
     o Computer Accountability
     o Password Protection
     o Information Security