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SME/AME/Shingo/ASQ Lean Certification

Development & Application for Synergies

in the Northeast8-13-2010 Lean Systems Summit - Northeast

Terry BegnocheMember & Industry Relations

Society of Manufacturing Engineers

of Lean

Leading the

“There can be no improvement

where there are no standards” M. Imai

p.74 Kaizen

Continuous Improvement

now comes with a

Standard !

It’s People Who Make the Difference

over Time!

What can we do better by working

together? (2003-6)

Email Excerpt Steve Thompson SME Lean Mfg. Enterprise

Tech Group - Feb 10, 2004

Hello, this note is an invitation to engage at the ground level

with ongoing dialog by the SME Lean Group. We are

building a group focused on, and agreeing upon what

constitutes a Lean body of knowledge. Our vision is to

leverage this body of knowledge as the operational

definition needed to enable the industry to collaborate on

things. It provides a basis for potential testing and

certifications that could raise the quality of Lean

practitioners and consultants to a consistent and

recognized standard. We would of course look at this with

lifelong learning and improvement built-in. We would like

your participation and invite any associates you believe

would add value to this effort. This is both an opportunity

to share your knowledge and gain knowledge from others.

Lean Certification History

• Driven by members of the alliance organizations

• Original partners came together to lead industry in the

development of a universally recognized professional

credential that:

• Differentiates and progresses with Lean knowledge and

competency

• Provides standard methodology for measuring Lean

knowledge and accomplishment

• Focuses on the development of Lean professionals

• Facilitates alignment of lean practices

Lean Blitz Week at SME 7-25-2005

Name Game Belts?This has been a challenging topic. We have some very

strong positions on both sides, against Belts and for Belts.

Email quote – Steve Thompson 7-29-2005

“No good deed goes

unpunished.” Steve 7-2010

Developing - Exam-Portfolio-Mentoring – 7/2005

By the People for the People – AME Boston 2005

Lean Certification History• Shingo Model provided model/basis for

transformation (adapt for individual)

• Active participation from 160+ lean practitioners for development

• Validated through study in early 2005 (follow on study in 2007)

• More than an exam-only certification: required evidence of practice through a portfolio (displays both candidate’s knowledge and application of knowledge)

• Launched 2006

Who is using the program?

• Manufacturers: food processing and packaging, aerospace, medical device, transportation, telecommunications, biotech

• Companies: health care, financial services and consulting organizations are using this program to help develop their employees

• Organizations and colleges: creating entire training programs that result in certification requirements for specific job functions. Integrating the bronze exam only as an outcome assessment

Helping People on the Journey

• “I earned my Lean Bronze Certification while working within the automotive industry. When my position was eliminated due to restructuring, I was able to leverage my certification in Lean to make a successful transition to the Healthcare industry. The certification made it possible to market my skills and abilities in a totally different industry, resulting in an increase in responsibilities and salary. The knowledge that I gained going through the certification process - reading the recommended books, understanding how to document my project work in my portfolio, and capturing my education credits – is invaluable.” Tim Pettry, Lean Bronze Certified, Cleveland Clinic

Candidate/Corporate Benefits

• Identifies candidates capabilities outside of a resume

• Candidate meeting a minimum requirement set

• Continuing investment in their education & development

• A workforce development roadmap for employees and

for companies – It’s a win/win

• Common foundation to an industry standard!

Candidates:

Lean is a significant

component of their career

Desire to advance their

scope of lean responsibilities

and capabilities

Represent a variety of

industries and functions

within an organization

Lean Certification Overview

Lean Certification Program

Gold Level – Strategic

Silver Level – Integrative

Bronze Level – Tactical

Each level must be completed before

progressing to next levelKNOWLEDGE + EXPERIENCE =

LEAN STRENGTH

Bronze Level - Tactical

DESCRIPTION AFFECT EXPERIENCE

Tactical lean is the deployment and

application of lean principles,

concepts and methods locally, within

a work group or value stream.

This may be a workshop or project

focused on implementation of

specific lean concepts or techniques.

Local:

Processes within a work

group or value stream.

Candidates are operating

under the guidance of others.

Much focus is on usage of

lean tools.

80 hours of training

Solid understanding of lean

principles and tools

Ability for tactical

implementation that drives

improvements and shows

results

Silver Level - Integrative

DESCRIPTION AFFECT EXPERIENCE

Integrative Lean is the

integration of lean activities,

coupled with organizational

restructuring, necessary for

transformation and sustainable

lean operation of a complete

value stream.

Value Stream:

Value Stream is defined as any

process that has a defined

customer and supplier (including

internal), material flow and

information flow. The process

should include multiple

operations or tasks that require

the use of several people,

machines or equipment.

Experience as a lean project

leader on value stream

transformations.

160 hours of training (80

Bronze + 80 new)

Moved into leadership roles

Experience mentoring and/or

coaching individuals or teams.

Gold Level – StrategicDESCRIPTION AFFECT EXPERIENCE

Strategic Lean is a lean

transformation of a business or

organization.

This requires at least two

business transformation projects

that include two or more of the

classic value streams of:

• New product development

• Order through delivery

• Supply chain

• Administrative functions

Enterprise:

A business or organization

systematically working toward a

common goal.

This may be an entire company,

a plant, a business unit, a

satellite office, and may include

external suppliers and

customers.

Understanding of lean

transformation across an

entire enterprise.

200 hours of training (160

Silver + 40 new)

Influence and authority over

assets, processes and

people.

Lead ongoing business

transformations to a lean

model.

Lean Certification

Components

Exam

• Testing lean principles & practices across the cognitive types of:

– Knowledge: recall/comprehension

– Application: applied knowledge (e.g. problem solving)

– Judgment: using knowledge & application to choose the BEST of 4 possible answers

• Exams are mutually exclusive

• Questions appropriate to the level of certification sought

Experience Portfolio

• Documentation of Lean projects and results.

• Progressive: portfolios at each level of

certification increase in scope and impact as

levels progress.

• Peer reviewed.

Mentoring and Coaching –

Silver & Gold Levels Only• The role of the senior Lean

practitioner is to apply Lean

knowledge, share that

knowledge with others, and

develop the community of

professional Lean practitioners.

• Mentors provide technical

advice regarding Lean, guide

others through their certification

projects and the certification

process, and accelerate

individual growth.

Mentoring Along the Way

Persistence

Lean Registry: mentors/coaches

www.sme.org/leanregistry

• Connect with other practitioners – including SME–AME–ASQ-

Shingo Prize Certification Holders

• Search for more experienced mentors – those who have “gone

before”

• Set up blogs, discussions, groups as a support network

• NEW! discussion group for Lean Certification

• ….and much more!

Connecting• "I am pleased to have recently earned Lean Bronze

Certification (LBC). By using the Lean Registry, I was

able to connect with a lean practitioner who mentored

me with my portfolio writing. Over the course of working

together, I was able to get answers to the questions I

had about the process and received clarification on the

gaps within my portfolio. I believe that this mentoring

was key to helping me achieve a high scoring and

passing portfolio.“

-- Sharon Stirler, LBC

Production Control & Improvement

Sargent Aerospace & Defense

Look Who Popped Up?

Interview: Gold Only

• Evaluation of Lean Practice

• Structured interview conducted

by peer group

• Includes scenario outside

candidates normal operating

environment to assess

application of Lean thinking

Lean Bronze Certification: Candidate Process

Candidate submits certification application and tentative exam date to SME

SME sends applicant kit and proctor forms to candidate

SME confirms exam date with proctor

SME sends exam information and/or materials to proctor

Candidate prepares for exam/acquires reference materials

Exam HappensWithin 30 business days of exam, SME sends results

Candidate begins working on portfolio

Recommended: Candidate has portfolio reviewed by colleague before sending to SME

Candidate submits portfolio to SME

SME sends portfolio for peer review and scoring

Results sent to candidate (candidates may need to edit portfolio and resubmit)

Portfolio results and certification status sent within 60 days of portfolio receipt

Upon successful Bronze Certification, start training and development for Silver Certification Candidacy

Starting the Bronze

Certification Journey

Deep dive into Bronze

Bronze Candidates are Tactical

Tactical Lean:

Tactical lean is the deployment

and application of lean

principles, concepts and

methods locally, within a work

group or value stream. This may

be a workshop or project

focused on implementation of

specific lean concepts or

techniques.

Local Affect:

Processes within a work group or

value stream. Candidates are

operating under the guidance of

others. Much focus is on usage

of lean tools.

Lean Bronze Candidate Profile

• Possesses a solid understanding of the basic

principles and tools of Lean

• Ability for tactical implementation that drives

improvements and shows measurable results

• Ability to teach the basic tools of Lean.

• Expected to be working under the guidance

of a value stream leader or equivalent.

Bronze Candidate Profile:

Knowledge & Skills

Knowledge of the basic principles and

techniques of lean as applied to:

Factory, Office and Service

Team Facilitation

Project Management

Appropriate Measurement of Results

Candidates must demonstrate skills and knowledge of Lean Basics:

Cause and Corrective Actions

Cellular Layout/Concepts

Flow

Jidoka

Mistake Proofing

Problem solving

Pull/Kanban

SMED (Single Minute Exchange of Dies)

Standard Work

Tactical results measurement (initial goal, results to goals, discussion on gaps)

Takt time/customer demand

Total Productive/Preventative/Predictive Maintenance (TPM)

Value

5S

Waste (Value Added/Non–Value Added)

Visual Management

Gap analysis

Team facilitation

Team dynamics

Planning methods/control methods (e.g. evaluate project risks, communication, logistics, describe how you use A3, etc.)

Assessing level and trend of improvement (candidate is capable of evaluating and communicating progress to plan/goal, progress to previous checks, maintaining stability)

Lean Bronze Exam

• Fundamentals of the principles & practices

of lean

• Tactical (tools-based) – knowledge,

application and judgment

• For advanced topics (e.g. hosin planning),

basic knowledge is expected

• 75% cut score…

…Then Lean Certification

Portfolio

First Step: 80 hours (Training, Education & Development)

Education, Training & Development

80 hours that includes 3 or more professional

development activities: • Classroom training

• Hands–on programs

• Web-based seminars

• Conference programs

• Training you’ve delivered

• Videos

• Books

• Structured plant tours

• ….etc…..

Portfolio ProjectsProject Defined:

A project is a focused effort to

support a Lean transformation

of a process or resource.

A project may be a

subcomponent of a larger value

stream Lean transformation,

with clear, defined parameters.

A project must have defined

objectives and measurable

outcomes.

Definition of a Project

A project is a focused effort to support a

Lean transformation of a process or

resource.

Focused – requires a PDCA approach

Support – supports/connects with an overall lean

effort in a “tactical” area

Process/resource – target is clearly identified/defined

Project Definition (cont’d)

A project may be a subcomponent of a larger

value stream Lean transformation, with clear,

defined parameters.

Project is scoped

Boundaries are clearly defined

Project may be a stand–alone event OR part of a

series of projects that lead to value stream

transformation

Project Definition (cont’d)

A project must have defined objectives and

measurable outcomes.

Defined objectives - clearly define what the target

improvements are

Measurable outcomes – identifiable metrics, and

evaluation of actual to plan

Leader/facilitator and team members clearly

understand their roles, objectives and desired

outcomes

Types of Projects (examples only)

Cellular Layout

Quality at the Source

Mistake Proofing (Poke Yoke)

Load–leveling (Heijunka)

Line Balancing

Total Productive/Preventative/Predictive Maintenance (TPM)

5S

Visual Management

Pull/Kanban System

SMED (Single Minute Exchange of Dies)/Quick Changeover

Standard Work

Project Components

1. Introduction Information

2. Plan

3. Do

4. Check

5. Act/Lessons Learned

Project: Introduction Info

• Project Title

• Industry/Organization Function Affected

• Problem Statement

• Start Date

• Role in the Project & Team Selection

Project: Plan

1. How were you involved in project

selection and definition?

2. How did you participate in the

documentation of the current condition

and target condition?

3. What metrics did you use in the

project?

4. What planning methods did you use?

Project: Do

1. Describe your contribution to

the project.

2. Describe proposed

countermeasures/solutions

and implementation.

3. Describe the lean principles

and methods you used in the

project.

Project: Check

1. What was your role in the check

process?

2. How did your results compare to

your target condition?

3. What is your assessment of the

level and trend of improvement?

Project: Act/Lessons Learned

1. Project Reflection (250

words / ½ page maximum) • What have you personally

done to sustain this project?

• What do you think are the next

improvement steps for this

project?

• What lessons did you learn

from/about the project?

Portfolio Reflection1. What are your lessons learned through

completing the lean certification portfolio process?

2. What has been the greatest challenge in your lean journey and how did you address it?

3. What changes could you make in your lean implementation process that could make you more effective?

4. What is your three to five year personal lean developmental /continuous improvement plan?

5. What do you see as the greatest challenges to achieving your plan and how do you plan to overcome them?

www.sme.org/leancert

• Sample portfolio projects & reflections

• Body of Knowledge

• Recertification Requirements

• Portfolio Instructions

• Guide for effective mentoring

• …other good stuff!

Portfolio Review

• Before you submit…have someone else

review it!

• Submitted portfolio is peer reviewed

• Each project must pass and the reflection

must pass for the portfolio to pass

• Project pass point: 12/15 points

• Reflection pass point: 20/25 points

What Reviewers Look For

• Progression/growth through portfolio

• Diversity of projects

• Use “I” extensively when writing your portfolio

projects

• Understanding of principles and appropriate

application (scored for each question)

• Ability to reflect

Portfolio Submission

• Upload online www.sme.org (through your

profile page)

• Portfolio results will be returned within 60

business days

Current Collaborations NE

Lean Certification Review Programs by people-for-people

• August 24-25, 2010, Brooklyn Park, MN (Minneapolis

area)

September 15-16, 2010, Appleton, WI

September 17-18, 2010, Rocky Hill, CT

September 23-25, 2010, Phoenix, AR

October 7-8, 2010, Worcester, MA

October 13-15, 2010, Denver, CO

October 26-27, 2010, Columbia, MD

November 11-13, 2010, Springfield, MA

December 2-3, 2010, Ballerup, Denmark

The Oversight and Appeals Committee

a.k.a. “The Sick and Wrong” Club3 representatives from SME

3 representatives from

AME

3 representatives

from Shingo

ASQ – what

costumes to

come?

Having Fun by Doing Good Together!

Helpful SME Staff

www.sme.org/leancert

KrisKelly

Jamie

Helps

Applicants

Leadership

& Strategy

Committees

NE Lean Opportunity?

• What good can we do better by working

together?

• What? Why? When? Who? Where? How?

• Purpose, Process, People (thanks LEI)

• Leveraging this is up to you/us for the NE!

• With a shared standard we can improve

Questions/Comments?

Thanks!

www.sme.org/leancert

Terry Begnoche

Member & Industry Relations Manager

Society of Manufacturing Engineers

313-425-3229

tbegnoche@sme.org