The five Lean principles are explained, including customer value. You will learn what is value to your customer and what customers don't want. You will learn the difference between value-creating and non-value-creating activities. The latter activities are also called the 7 wastes. We often spend a large portion of our daily time on waste, so there is enormous potential for improvement in our processes. This provides an excellent starting point and focus for improvement. Not improving what can be done, but what must be done!

The following topics will be covered:

• Introduction and history
• Customer value(SQDC)
• The 7 wastes

In "Understanding," we look at the current performance of your team or department. How do you measure this performance, how do you make it factual? How do you and your colleagues and managers create a shared picture of these performances? How do you organize an effective board meeting and how do you visualize performance? You'll learn all that in this section. We also cover how to do an effective "Gemba Walk" and why this is important. Starting point for effective improvement means having a good understanding of where you are now: then you can start improving successfully!

The following topics will be covered:

• Operational management
• Board discussions (day start, week start)
• Visualize
• Gemba walk

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Within a Lean organization, we love problems! After all, they are indicators that something needs to be improved. You learn to recognize different types of problems and how to get to the real source cause of a problem. And then you learn how to actually realize improvements. Among other things, by carrying out an improvement project yourself with which you can earn your Lean Green Belt certificate. And improvement is often quite difficult, let's face it! Jumping to a solution too quickly without understanding what is really going on? Skipping the cause analysis because we think we already know the solution? Solving a problem, which afterwards turned out to be just a fire-fighting exercise? Trial and error instead of lasting improvement? You've probably experienced it before! In the Lean Green Belt we help you learn new improvement routines! Depending on the complexity and impact of your desired improvement, we provide you with a number of methods to structurally and permanently solve problems and achieve goals. And problem solving is above all a learning process: we are only able to solve a problem when we have a good understanding of what is going on and why.

The following topics will be covered:

• Problems, problem funnel
• PDCA (Plan-Do-Check-Act).
• A3 troubleshooting
• Crime scene
• Fishbone diagram
• Analysis(including 5 x by what)
• Countermeasures
• Experiment

We often see that problems in achieving our results can be traced back to unstable processes. In the Stabilize component, we map out how processes are actually performing. We visualize the way we have organized the work and learn to see where the obstacles and waste are in our process and how we can eliminate them. Unpredictability and unreliability towards our customer can be traced back to instability in our processes. Starting from a traditional process organization, as a team we discover the impact of the various Lean methods on our processes and the performance that results from that. This is how we learn to apply the knowledge gained in the first three days directly in this practical assignment. From observations and a thorough analysis, to experiments with a major performance improvement as a result: higher quality, delivery on schedule, high degree of flexibility and optimal utilization of available capacity: basic stability and standardized work.

The following topics will be covered:

• Describing the work (Job Method).
• Instructing (Job Instruction)
• Skill matrix(Skill matrix)
• Managing relationships (Job Relations)
• Stock levels
• Supply the process
• Quality of material
• Standardized Work.
• 5S workplace organization
• Kaizen and ECRS (Eliminate, Combine, Rearrange, Simplify)
• OEE/TTE (Operational Effectiveness of Equipment/Total Team Effectiveness).
• SMED (Single Minute Exchange of Dies or changeover time reduction)

You have the optional option with this course to be certified by us as Lean Green Belt . If you pass, you will receive your Lean Green Belt certificate issued by the globally recognized Lean Global Network. You do this by passing a theory test about your knowledge of Lean. You will also demonstrate through your practical assignment that you are able to improve processes with the help of Lean techniques by carrying out an improvement project.

We recommend that you also start your improvement project within your own team or department right at the start of this training. This way we take your own practice as a starting point and help you to really get started with Lean in your daily work. What problem do you want to solve or what performance do you want to improve?

We would love to help you complete this training and your improvement project successfully! Experience shows that participants with coaching by one of our experienced (Master) Black Belts complete their projects faster and with greater impact and results. So it is a very good investment in yourself and your project to have yourself coached towards practical certification.

If you want to be certified as Lean Green Belt , we recommend that you also purchase at least 6 hours of coaching. You will be assigned a regular (Master) Black Belt coach and together with your coach you schedule 6 online coaching appointments at your desired moments/milestones in your improvement project.