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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