Before you ask for a deadline, name the problem

When a company is looking for Lean training, they usually first ask about the price and the next available date. This is understandable, as the training must be built into the budget and schedule. However, price and date don't say much about whether anything will change after the training.

The answer to another question will be much more helpful: what is it that bothers us most at work today and what do we want to improve in the next three months?

Maybe a machine changeover takes an hour, when it could take fifteen. Maybe the material is sitting on the line and no one knows whose it is. Maybe a new person needs a month to work independently. Or maybe the production hall looks perfect especially on the day of the 5S audit.

Each of these situations requires slightly different training. Changeovers are shortened using SMED, material flow is streamlined using value stream mapping (VSM), and new employees are more easily onboarded using the TWI method. Leantrix's Lean Management training includes six modules, ranging from the basics of Lean thinking to leadership, but the program is tailored to the company's specific goals. Rarely does a team need everything at once.

Before your first conversation with a training company, it's worth writing down a few things.

They will fit on one sheet of paper:

This last point is easy to miss, but it's often the deciding factor in whether anything will move forward after the training. We'll come back to it in a moment.

 

Who to send to Lean training?

In many companies, only those who can leave their position go to training. Or it's the managers themselves. In the former case, no one has the clout to change anything upon returning. In the latter, there's a lack of people who will implement this change on a daily basis.

It is better to send several people from one area, each of whom has a different role in it:

• shift leader, because he works with the operators and will supervise the new rules,
• area manager, because he decides about people's time and money,
• a Lean specialist, if you have such a person, because he will conduct the first test and measure the effects,
• someone from maintenancewhen the topic concerns machines.

We'd add one more person to this list: the occupational health and safety specialist. We look at this from the perspective of a company that comes to the hall after the team has completed training. Ideas from the workshops often mean rearranging a rack, a new pallet location, or changing a forklift route. Any such change affects transport routes and pedestrian crossings, so it must be approved by the person responsible for safety. If they only hear about it at the end, everything grinds to a halt.

Open, closed or certified training?

Leantrix provides training in three forms.

Open training has a set date, and people from various companies come to the classes. It's perfect if you want to send one or two people to learn the method and see how others are doing. However, the examples will come from other companies, so it's up to you to apply them to your facility.

Closed training is conducted exclusively for your company. You practice using your own processes and data, ensuring your team returns with a ready-made first step. However, it does require preparation and the time away from work for several people at once.

The certified program is a longer path for those who will eventually lead changes within the company themselves. It's a greater commitment, but the skills remain with you.

You can find current dates on the Leantrix open training, and a description of certified paths on the certified programs.

Training can also be subsidized. Leantrix helps tailor its scope to fit the Development Services Database. Another option is the National Training Fund, which can be applied for at the district labor office. KFS rules change annually and vary between districts, so it's best to inquire about them at your local office.

What to ask before ordering training?

Lean training descriptions are very similar. The differences only become apparent when you ask a few specific questions.

Will we practice on our processes?

It's easy to understand the method from someone else's example. From your own, you can immediately see where to start.

Will we go out into the hall?

Some things are only visible at the machine, not on a slide. Leantrix combines classroom activities with observation of work and conversations with the people doing it.

What will we return with after the training?

It's helpful if the answer is specific. For example, the chosen location for the first changes, the people responsible, how the results will be measured, and the date when you will review the results together.

Who teaches the classes?

Ask what the coach himself implemented. Someone who has implemented changes in a real arena will be able to answer questions that aren't covered in the materials.

What happens after training?

Is there a follow-up meeting after a few weeks? Can I count on support during implementation?

There's one more question. The training company won't answer it, but it's worth asking yourself: who will pay for the changes in the facility? The training budget is usually approved. Often, no one has budgeted the money for a new board, signage, or shelving change. Then, good ideas wait until the next quarter, and the team loses their enthusiasm.

The first two weeks after returning

Immediately after training, the team is at its most energetic. Two weeks is enough to put the first idea into practice. It's also short enough that the enthusiasm doesn't have time to fade.

First things first: one place and some photos

After training, there are usually a lot of ideas. Choose one place to start. One station, one zone, or one section of the line.

Take photos of what it looks like today and measure what you want to improve. For example, how long it takes to changeover or how many times someone searches for a tool during a shift. Without this, there won't be anything to compare it to in a month.

If you'd like an outsider to take a fresh look at your space, we can come in for a visual management audit. We'll take photos, talk to employees, and identify any changes that might be worthwhile.

First week: check out the new system the cheapest way

Before you order anything, test the new layout in practice. All you need is masking tape on the floor, sleeved sheets of paper, and a flipchart instead of a whiteboard.

In [an article about 5S] (LINK TO THE POST "What is 5S really?") we wrote that masking tape wears off after a week and isn't suitable for permanent markings. This is actually an advantage here. The layout will change anyway, so there's no point in immediately making it last for years.

At the same time, you can test the target materials. We'll send you a Sample Box with floor marking samples in several durability options. Stick them on your floor, and in a few days, you'll see which one will withstand trolleys, cleaning, and daily traffic.

Week Two: Show the change to someone who wasn't at the training

The trainees understand the new layout because they invented it themselves. The real test is the person from another shift. Ask them to put down material or find a tool, and don't give them any suggestions. If they hesitate, the marking needs to be corrected.

Write down every question that comes up with the new arrangement. Each one reveals something that's still unclear.

End of Week Two: Decide What Remains

Sit down together and divide the changes into three groups: what you're keeping, what you're improving, and what you're abandoning. Immediately describe what's left as standard, while everyone remembers where each decision came from. Order permanent markings only for the version that has passed the test.

Also, schedule a meeting in a month. Then you can compare the results with the measurements from the first few days.

What about the rest of the hall?

Once a change proves successful, it's tempting to replicate it everywhere. However, it's worth remembering that each zone has different conditions. For Habasit, we created cleanrooms in many variations, from narrow 50 cm to over a meter long, because each zone needed something different. The principle was the same everywhere, but we tailored the size and equipment to the specific location.

Who can help with what?

Leantrix and Tagatic address different stages of this journey.

Frequently asked questions about Lean training

How long does Lean training take?

It depends on the goal. Leantrix runs both intensive workshops and series of meetings spread out over time. According to Leantrix, the first test of change typically lasts from a few weeks to three months, while a broader, field-wide change lasts from six months to a year.

Does Lean training make sense for a small company?

Yes. In a smaller facility, decisions are made more quickly, and a single shift often covers a larger portion of the workload. In-person training, conducted on your processes, is the best option.

Can Lean training be subsidized?

Yes, including from the Development Services Database and the National Training Fund. Leantrix helps you select the training you need to finance, and you can check the KFS rules at your local employment office.

When to order signage: before or after training?

It's best to order permanent markings after the first test, when you know the new system is working. Before the training, it's worth conducting an audit and ordering samples to avoid waiting for material selection later.

Do you want the training to change something in your facility?

Start by talking to Leantrix about what you'd like to improve. Once the new rules are ready, we'll help you implement them on your floors and walls: we'll design, produce, and install the signage.