Tertiary Catalogue

The 5S System and its main objectives.

Problem solving and root cause analysis, using fishbone or Ishikawa diagrams and the '5 Whys' method.

Adjusting parameters in the manufacturing process and the impact of variations on the quality, cost and output of the process. Using Overall Equipment Effectiveness (OEE) as a key performance indicator.

Analysing team roles and team analysis techniques. Identifying strengths and how development can support improvement.

Looking at problems from a broad perspective. Methods of brainstorming.

The key objective of a visual management system. Choosing a visual management system, based on its purpose.

Conducting effective shift handovers and minimising areas of misunderstanding.

Three main types of competition: technological, financial, and market forces.

The definition of containment. Ranking potential corrective actions. The steps to finding a counter measure.

Processes, inputs and outputs. Process cycle times. Line balancing.

Job instructions, standard operating procedures (SOPs). Monitoring and collecting data to make a comparison between planned output and actual output. Cross-departmental reporting systems. Quality control and quality assurance.

S.M.A.R.T. team objectives. Team synergy. Role allocation, rules and conventions. Brainstorming creative solutions to problems.

The process of evaluating improvement ideas, based on quality, cost and delivery (QCD).

Analysing cause and effect using the Fishbone Technique, devised by Professor Kaoru Ishikawa.

Using charts and diagrams to represent processes in a business. Flow charts, spaghetti diagrams and process maps.

Using process flow charts to identify non-value added activities to be reduced or minimised and to improve the process by looking at the value added activities.

Defining a hazard. Examples of hazards. Evaluating risk. Responding to and reporting hazards. Common office hazards. Industrial and construction workplace risks. Dangerous occurrences and hazardous malfunctions.

Visual communication techniques for continuous improvement.

Maintaining workplace tidiness and organisaton, layout and flow, the 5S procedure, Standard Operating Procedures (SOPs).

Job instructions, workplace organisation, Standard Operating Procedures (SOPs), tools and equipment checks, paperwork and checklists, minimising waste.

The principles of LEAN and the relationship to your company's primary objective.

Continuous improvement, LEAN processes, value added activities and non-value added activities and waste.

Finding problems or areas for improvement. Reducing waste by the application of formal problem solving procedures.

Five principles of LEAN. Improving both effectiveness and efficiency for improved customer satisfaction using methods and techniques for eliminating waste.

Seven measures relating to quality, cost and delivery (QCD).