For many years, we have been offering face-to-face training sessions in our areas of expertise. We have trained over 7,000 people from a wide range of industries. Wishing to make these training courses accessible to a wider audience, we decided to offer an online format. We are excited to embark on this new journey with Reynald Debaut-Henocque, ex-Vice-President of production at TMMF, renowned for applying TPS Lean methodologies, and Philip Marris who is well-known as a Theory of Constraints world expert .

Through this online platform, we aim to provide a dynamic and accessible learning experience, enabling participants to enhance their understanding of Lean and equip themselves with the knowledge and skills necessary for successful implementation. Let's start this transformative journey as we explore the world of Lean in depth and strive to cultivate a culture of continuous improvement.

The course consists of 12 chapters detailed below. In some chapters, Reynald offers food for thought to help you ask yourself the right questions about your business. Support materials are provided to help you in your thinking.

We encourage you to actively engage in the course materials, complete the provided exercises and assessments to enhance your learning experience and to ask yourself throughout the course: what benefits will you get out of the presented concepts in your own work environment? What prevents you from implementing it?

Please note: These exercises are to be completed independently, no corrections will be made by our trainers.

CHAPTER - 1: Introduction [08']

  • Training facilitators

  • Introduction to Toyota Motor Manufacturing France

  • Green Clean Lean

  • Symbol of the Toyota France Model

  • Goal of the course

  • Glossary

  • Toyota Organization in Europe

CHAPTER - 2: Good Lean in the DNA [21']

  • Why is Toyota different than other companies?

  • The Toyoda family Company

  • The types of "Basics"

  • Summary of the "Executive Development Program" led by Fujio Cho

  • Toyota Spirit

  • Bad Lean

  • Quick reminder of the basics

  • Akio Toyoda's Speech

  • Technical Basics developed by Sakichi Toyoda

  • Going Back to Bad Lean

  • How to Start Applying Good Lean?

  • Exercise

CHAPTER - 3.1: The vision and the role of management (1) [19'05'']

  • Why continuous improvement?

  • Bad Lean

  • How to develop a strategic vision?

  • The vision and role of management

  • Traditional MBO (Management by Objective) vs. Hoshin of Toyota

  • How to achieve this Company vision?

  • The "Cascade of Hoshin" across the company

  • Obeya room to review the progress of the activities

CHAPTER - 3.2: The vision and the role of management (2) [20'50'']

  • Conventional Management vs. Toyota Management

  • The responsabilities of a supervisor

  • The manager's keyboard

  • Example of a vision setup & results

  • Bad Lean

  • How to become a Leader in the B segment ? and also in safety?

  • Bad Lean

  • Exercise

CHAPTER - 4: Toyota's 5 fundamental values [06'05'']

  • Fundamental Values

    • How to succeed in the appropriation of the values of the Toyota Way by all members?

    • What method to facilitate the appropriation?

  • Exercise

  • Example of challenges we can encouter in each value

CHAPTER - 5.1: Manufacturing management (1) [16'55'']

  • The role of management

  • Management of short, medium and long-term forecasting

    • Exercise

  • Lead Time Point

  • Bad Lean

  • Kanban

  • Bad Lean

CHAPTER - 5.2: Manufacturing management (2) [23'55'']

  • Jidoka in TMMF

  • The 7 types of wastes in TMMF

  • MURI & MURA in TMMF

  • The 4 "S"

  • The 5 Whys?

    • Exercise

  • Bad Lean

  • Good Lean does not protect you from crises

  • The difficulties encountered in the management of Good Lean

  • Bad Lean

CHAPTER - 6: Quality Management [08'10'']

  • How is evaluated TMMF Quality performance

  • Some elements of Quality at TMMF

  • Building Quality at TMMF

  • Quality Management

  • Exercise

CHAPTER - 7: Lean Engineering [14'20'']

  • How Toyota always respect the start of production of its new vehicules

  • Product and Process Development System

    • Reflection plan

    • Construction of project schedule

    • Risk Management

    • Start of production

    • One change at a time

    • How to train the project team

    • Process Development

    • Develop Lean inside products

  • Exercise

CHAPTER - 8: Partnership with suppliers [08'30'']

  • The Toyota way: a long-term partnership

  • Protect suppliers and help them to progress

  •  Why is this type of partnership with suppliers almost never copied?

  • Exercise

CHAPTER - 9: Standardized work [16'50'']

  • What does standardized work mean?

  •  Standards and processes

  • Standards and operating methods:

    • The training

    • Bad Lean

    • The evolution of standards

    • Ensure the maintenance and application of standards

  • Is an engineering methods department necessary?

  • Exercise

CHAPTER - 10: Visual management [09'25'']

  • Visual management

    • What to look for

    • Good Lean vs. Bad Lean in visual management

  • Visualize progress and issues to take immediate actions

    • Obeya room, projects & standards

    • Information sharing with all stakeholders

    • Understanding performance level

    • Determination of improvement actions

    • Obeya Hoshin Annual (Officers) & its variations

  • In visual management, there is management

    • Reporting

    • Team & schedule review

    • Morning meetings

    • Reviews of performance

    • The VGL & VTL

    • Coaching & development plans

  • Obeya and the Toyota way

    • Challenge

    • Kaizen

    • Genchi Genbutsu

    • Respect

    • Teamwork

  • Exercise

CHAPTER - 11: The essential growth in turnover [04'40'']

  • A necessary growth in sales to absorb productivity and avoid layoffs

    • Sales support, takt time & new processes

    • Vehicle upgrades

    • Competitive export costs

    • In-house supplier parts integration

    • Support activities integration

    • Skills development

  •  Evolution of workforce in the automotive industry

  • Exercise

CHAPTER - 12: Conclusion [09'55'']

  • Bad Lean

    • Six Sigma & Lean Six Sigma

  • Summary of Good Lean

    • The company's vision

    • Committed management

    • Systematic application of basics

    • Employees respect

    • Continous development

    • Building a capable & sustainable organization

  • Summary of Bad Lean

    • Unstandardized use of Lean

    • Too much WIP

    • Insufficient control over production processes

    • Bad quality

    • Insufficient multiskilling

    • No partnership with suppliers

    • No continuous increase in sales

APPENDICES [3 files]

  • Lexicon [4 slides]

  • Complementary slides [37 slides]

  • Marris Consulting presentation [9 slides]