Lean Manufacturing Program

The goal of this enterprise development program is to transform the organization’s thinking and to bring the company into a more competitive, more profitable position. When we change the ‘thinking’ and create end-to-end ‘system’ changes, then, and only then, will a company see the expected results to their bottom line, flexibility and client satisfaction.

At the end of this program, the Value Stream Leaders will be confident and knowledgeable to lead the transformation in other areas. They have learned as well as applied their learning – they are practitioners. They have had to deal with all the challenges both technical and cultural and this will allow them to successfully lead the other value stream improvements.

What is Lean?

Lean is a way of thinking about how you should run your business – it is not a tool. The lean perspective focuses on the customer and what the customer feels is ‘value’ (not what the company supplying the service or product feels is value). Once this is done and the value and non-value have been identified throughout the entire ‘system’ then the next step is to understand how to remove the non-value properly to make your service or production activities flow to the client or customer. Properly is the key.

You need a detailed implementation plan which will move you toward a future state and identifies the tools required, where they are required, when they are required and who is responsible to applying these tools and making the transformation from current state to future state. Without this plan, companies will end up making ‘point’ improvements and likely creating what we call ‘exciting chaos’. The ultimate goal is to improve your bottom line and customer satisfaction by increasing responsiveness to the client/customer, while at the same time, reducing cost and increasing quality.


Lean is simply about creating more value for customers by eliminating activities that are considered waste. Any activity or process that consumes resources, adds cost or time without creating value becomes the target for elimination. Lean, when implemented properly, will determine what tools you need, where you need them and when you need them (sequence of application).

One of the important aspects of Lean is the focus on ‘system-level’ improvements (as opposed to ‘point improvements’). It’s this system-level work that dramatically improves your bottom line results.

Lean Advisors Inc. LEAD® currently trains and works with a wide range of organizations across North America and Asia, including aerospace, automotive, food processing, textiles, job shops, equipment refurbishing, mining, medical, high technology, distribution, healthcare (hospitals, laboratories), both in production and office or administrative processes. Lean principles can be successfully applied in any industry or business situation.

Lean Implementation Program
By following our Lean Implementation Program, you can expect to realize immediate positive results from implementing Lean the ‘right way’.

Program Objective Our main goal is to enable the participating companies implement lean manufacturing initiatives and thus improve their productivity, cost, quality and delivery.

Part 1 – Lean Manufacturing Workshop


    • LEAD® Lean Manufacturing workshop provides participants with the basic Lean concepts and principles. These concepts and principles will be described and put in context to explain how they can be applied within the manufacturing environment.

Lean is simply about creating more value for customers by eliminating activities that are considered waste. Any activity or process that consumes resources, adds cost or time without creating value becomes the target for elimination. One of the important aspects of Lean is the focus on ‘system-level’ improvements (versus ‘point improvements’). It’s the system-level work that can dramatically improve a company’s bottom line results. This knowledge, combined with the understanding of how to remove waste properly, is critical for any successful Lean implementation.

Common Lean improvement tools and techniques will be identified and the class will discuss how best to apply these techniques from a Lean system perspective. The common mistake companies make by focusing on ‘point’ improvements versus ‘system’ improvement will be studied – ‘point’ improvements creating ‘exciting chaos’ and ‘system’ improvement creating dramatic bottom line improvements.

Different types of Waste will be defined from a Lean point of view. Class will brainstorm, identify and classify the different types of waste that they see within their own work environments. Identifying waste is the first necessary step. Knowing how to properly remove it, is much more challenging. The root causes of Waste will be examined and successful methods used to eliminate it will be discussed.

A group simulation will demonstrate the power of one-piece flow (vs. batch production). This workshop will briefly discuss other key factors within an organization necessary to sustain Lean. An examination of the company organization; the leadership and culture, common company measures will be studied in terms of how they reinforce present behaviors and alternative Lean measures will be introduced.

Workshop Methodology

Pre-training assessment will be carried out for the participating companies.

Participants will be stimulated to participate with active interaction in hands-on and practical team activities like business simulation, group discussions & presentations, and case studies.

What You Will Learn

Overview of Lean Manufacturing :

  • How the LEAN Concept Initiated and Evolved
  • The Difference between LEAN and Traditional Manufacturing Concept
  • How Lean can Help Your Organization to Improve Your Productivity, Costs, Quality and Delivery
  • Understand What ‘Value’ and ‘Waste’ in Manufacturing Are
  • Identification and Elimination of Waste
  • Lean Tools Box – Visual Workplace Management, Setup Reduction, Total Productive Maintenance, Error Proofing, Lean Project Management, Kanban, Theory of Constraint, Lean Performance Metrics and Hoshin Kanri Planning.

Value Stream Mapping :

  • Voice of Customers
  • Product Families Selection
  • Create The Current State Map
  • What is a Lean Value Stream?
  • Create the Future State
  • Create a Improvement Roadmap
  • Lean Leadership & Culture Change
  • Kaizen

Part 2 – In House Intervention

Goal of the Program

  • To transform the organization’s thinking and to bring the company into a more competitive, more profitable position. When we change the ‘thinking’ and create end-to-end ‘system’ changes, then, and only then, will a company see the expected results to their bottom line, flexibility and client satisfaction.
  • To have completed the transformation of at least one Value Stream from Current State to Future State.
  • To develop the Value Stream Leaders so they will be confident and knowledgeable to lead the transformation in other areas. They have learned as well as applied their learning – they are practitioners.

Phase 1 : Lean Assessment

One of the most obvious questions a company can ask when thinking about using Lean to transform their organization is – “Where do we start?” The second question should be – “How do we do it the ‘right’ way?” The key to success is to have an effective plan specifically for their situation and environment. Without an effective strategy/plan to guide them, they know they will either fail totally or at least not maximize their potential.

The Assessment by one of our Lean Experts is done on-site. We meet with your leadership, discuss the current situation, the current strategy/direction, and then we tour your Value Streams. We assess your present state including leadership, staff and operations (both office and floor, if applicable). From the information gathered throughout the day, we then work out a Future Plan/Strategy on how to effectively implement Lean.


    • Introduction – with management representatives from your company
    • Overview of clients’ business
    • Discuss any critical issues such as crisis or upcoming industry changes that may impact them
    • Lean Advisors Overview: Methods and Style, Expertise, and Examples of previous results
    • Review expectations of the day, the agenda and goals for the end of the day
    • Tour – with a small group of management
    • Walk the entire Value Stream(s) – ‘see’ the flow
    • Discuss activities with appropriate reps from each area as we move along
    • Continuous dialogue with supervisors, leads and where possible line staff

Phase 2 : Value Stream Mapping

This phase also incorporates a hands-on waste-finding exercise for the shop or office floor. These exercises show your team how the tangible benefits of Lean practice can leverage your organization’s future success. Throughout the day, discussions will take place around topics that focus on the participants’ situation to demonstrate how Lean works in their environment and how the thinking and tools adapt to their situation. Enterprise Value Stream Mapping® takes place immediately after the Introduction to Lean and teaches your team how to identify and map Value Streams in both the Current and Future State (includes the information/communication flows as well as the material flows). This is the most powerful tool in the Lean toolbox for starting your implementation ‘The Right Way’. You will learn about Enterprise Value Stream Mapping® by combining two approaches – the case study method and a real time shop or office floor mapping. Your team will be actively involved in applying what they are taught as they learn it. Using the knowledge and techniques directly on an actual process during the workshop is incredibly motivating. It gives team members the confidence and ability to continue working with Lean long after a workshop is completed. After finishing the Enterprise Value Stream Mapping® workshop, you will have created a Future State Map that looks 6 months down the road at what the organization can achieve. It is this Future State that highlights the waste in the ‘system’ that can be eliminated or reduced. You will also learn to calculate lead-times and compare them to actual processing times. In most cases, the actual processing time is less than 10% of your present lead-time. By ‘seeing’ that the amount of ‘waste’ is actually 90%, the team is then convinced that they have an opportunity to improve. The next step is to develop the ‘Future State Implementation Plan’, which establishes the correct and most effective tools to remove the ‘waste’ in your system. It is the complete strategy for your organization to move forward with the transformation. The Value Stream Leaders will be responsible (and accountable) for the entire transformation of the system or end-to-end process from a Current State to a Future State as outlined in the Implementation Plan in this phase.

Evaluation of Current State – with the management reps

    • Discuss – actual Value and Waste
    • What you ‘saw’ – technically and culturally
    • What we ‘saw’ – technically and culturally
    • Summarize current state

Phase 3 Implementation & Appointment of Value Stream Leader

The Future State Implementation Plan lays out what the tasks are, when the tasks need to be completed, which tools to use and when to use them as well as who is going to be responsible for them. Without this step, companies will fall into the trap of ‘grabbing low hanging fruit’ or completing ‘point improvements’. Not having a properly executed Future State Implementation Plan has been one of the major reasons for companies failing or at least not reaching their potential.

Lean Implementation Plan – with the management reps

    • What tools are required
    • What sequence the tools should be applied
    • Where the tools need to be applied
    • Who needs to be involved and when
    • Tentative schedule for roll out of the Plan/Strategy

Part 3 Sustaining the Lean Initiatives Recommended but Optional

The key objective of this phase is to create and establish an operational excellence working culture so that the Lean Initiatives will be carried out continuously to let the organization achieve the leading competitive edge.

Further training and coaching will be provided to assist the Value Stream Leader to sustain the initiative that is implemented. The critical activities in this phase includes Hoshin Kanri planning, forming self directed work team, lean leadership development, acquire of problem solving and decision making tools, and autonomous maintenance. This phase is carried out every 2 days in a month with a gap of 3 – 4 week in between for the teams to work on their projects.

Course Leaders

Andrew Cheah, Lean Expertise

Andrew has successfully trained and implemented Lean to both international multinational corporations and also local small and medium enterprises. Andrew has helped Fortune 500 companies in turning around their warehousing management, reengineering their materials processes, carrying out factory-wide barcode implementation, vendor-managed inventory (VMI), setting up Kanban pull system, reducing machine set-up time by more than 50%, improve factory space and improving production capacity. He also possesses wide knowledge in implementing SCM system solutions, barcode solutions, Lean manufacturing, MES (Manufacturing Execution System), CRM and ERP system integration.

Andrew has worked with various multi-national Fortune 500 companies for more than 10 years in the areas of materials, supply chain management and production & operational planning. He is highly regarded for his ability in setting up material and production planning system for fast-paced electronics manufacturing operations.

Andrew is highly sought after for Lean Manufacturing & Supply Chain Management consulting in Asia. He has conducted training in Malaysia, Singapore and China. He is known for his effective results-oriented training solution. He has successfully helped both multinational corporations and Malaysian companies successfully implement Lean Initiatives within a short time (less than 6 months).

Andrew is a Certified Professional Business Coach from the International Professional Managers Association, UK. He is also a founding member of the International Association of Coaches, and a member of CoachVille, the largest coaching organizations in the world.

Through his exciting, activity-based leadership workshops, he has motivated directors, managers, executives and supervisors from both MNC and SMI corporations in Malaysia and Singapore. Some of the clients he has worked with are as follows:

          • Electronics companies such as Intel, Sony, Xerox, Flextronics, Seagate, AIC, Globetronics, Clarion, Kobe, Polar Twin, Ya Horng, Dell, Silterra, Celestica, Jabil, Lumileds, Scarmel, and etc.,
          • Textiles and garment companies such as Eastern Garment, Pen Apparels, Honsin, Plas Garment, Prolexus, South Island Garment, and etc.,
          • Medical and healthcare such as B. Braun, Bard, Uno-medical, and etc.,
          • Automotive related companies such as Good Year Malaysia, Sime Tires, UMW Corporation, Automotive Industry, and etc.

      Andrew holds a Masters Degree in Business Adminstration (MBA) from Winona State University, Minnesota, USA and a Bachelor of Economics (Hons) from Northern University of Malaysia. He is fluent in English, Mandarin, and Malay.

CK Sia, Bachelor of Management (Honors)

CK brings with him years of experience providing training for SME (Small Medium Enterprise) as well as MNC (Multi-National Corporation) in Lean and Supply Chain Management. He specializes in supply chain management including inventory and materials management, warehousing, operation planning as well as in Lean implementation. He has helped various Fortune 500 companies in turning around their order fulfillment, reengineering their materials processes, improving inventory turnover and reduction program, carrying out vendor-managed inventory (VMI) program, and implementing Kanban system. He has also been heavily involved in SCM system solutions, and ERP system integration.

He is now working with organizations in implementing Lean concepts into their supply chain. Programs that he conducted in this area include Lean Warehousing, and Lean Supply Chain. He has worked in one of the world renowned consulting firms – Deloitte Consulting prior joining Synerflex Consulting and now Lean Advisors Inc. As a consultant in strategy and operation area, he is highly regarded for his ability in Lean implementation as well as setting up material planning and controlling system and also business process improvement for fast-paced electronics operations.

CK is also a Certified Professional Trainer from the International Professional Managers Association, UK. He is also well known as a trainer in leadership development and motivational workshops. He has conducted series of organizational development workshops like Dynamic Team Building, Effective Communication and Effective Leadership Program. He has also involved in developing several Management Development Program like MBO for the clients. If you want to get more information on this topic, feel free to contact us.

CK has successfully trained and implemented the below Lean practice for the clients:

        • Kanban System & Inventory Management
        • Single Minute Exchange of Dies (SMED)
        • 5S & Visual Workplace Management
        • Value Stream Mapping
        • Error Proofing (Poka-yoke)
        • Pull System for Warehousing

    He is able to conduct training in various languages; English, Mandarin and Malay. Among the satisfied clients of his are Silterra Malaysia, Kobe Precision, Scarmel, Bax Global, Osram Semiconductor, B Braun Pharmaceutical, ASE Electronics, Knowles Electronics, Linear Semiconductor, Komag, Celestica, Cape Technology, Kingston, Telford, Globetronics, Flex-P, Plas Industries, Steamer Furniture and many more.