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Lean Management Just-In-Time Training and Certification

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Lean Management Just-In-Time Training and Certification

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Lean Management Just-In-Time Training and Certification

Name: Lean Management Just-In-Time Training and Certification
Price: 8400 KES

Master the full Lean Management toolkit — from Just-In-Time production and kanban systems to 5S, kaizen, and strategy deployment — and earn a recognised certification. This comprehensive training equips operations professionals with the practical skills to eliminate waste, reduce lead times, and drive measurable results across any industry.

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What you will learn:

Apply the five core Lean principles to eliminate waste across any operational environment.
Build accurate current- and future-state value stream maps to prioritise improvement opportunities.
Design and manage kanban systems using formula-based calculations and performance metrics.
Implement 5S and standard work to reduce variation and sustain workplace organisation gains.
Facilitate kaizen events using PDCA, root cause analysis, and structured problem-solving frameworks.
Align Lean initiatives with organisational strategy through hoshin kanri and Lean performance metrics.

How you study practically Lean Management Just-In-Time Training and Certification

How you practise Lean Management Just-In-Time Training and Certification

For companies looking to train their teams

With Dedika for businesses, the course includes exercises and examples tailored to your own business and the way your company needs.

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Course content

8 Chapters • 40 LessonsDuration between 4 and 360 hours (you decide)

Chapter 1See details

Foundations of Lean Management

Lesson 1 • Lean vs. Traditional Management
Contrasts Lean's flow-based logic with batch-and-queue management. Clarifies the mindset shift required for successful Lean adoption.
Lesson 2 • Lean Across Industries
Demonstrates Lean application beyond manufacturing in healthcare, services, and logistics. Broadens learners' ability to transfer principles to their own context.
Lesson 3 • Core Lean Principles
Introduces the five Lean principles: value, value stream, flow, pull, and perfection. Provides the conceptual framework applied throughout the entire course.
Lesson 4 • Origins and Evolution of Lean
Traces Lean from Toyota's production system to global adoption. Establishes historical context needed to understand why Lean principles were developed.
Lesson 5 • Understanding Waste in Operations
Defines the eight categories of waste (muda) and introduces mura and muri. Equips learners to recognise non-value-adding activities in any process.

Chapter 2See details

Value Stream Mapping Essentials

Lesson 1 • VSM Implementation Planning
Converts the future-state map into a phased action plan with owners and timelines. Links VSM output to project execution covered in later chapters.
Lesson 2 • VSM Concepts and Symbols
Introduces standard VSM icons, data boxes, and notation conventions. Provides the visual language required to read and create any value stream map.
Lesson 3 • Analysing the Current State
Applies waste identification and flow analysis to the current-state map. Translates visual data into prioritised improvement opportunities.
Lesson 4 • Designing the Future State
Teaches principles for redesigning flow, takt time, and pull systems on the future-state map. Connects VSM analysis to actionable improvement plans.
Lesson 5 • Mapping the Current State
Guides learners through walking the value stream and capturing actual process data. Produces an accurate current-state map as the baseline for improvement.

Chapter 3See details

Just-In-Time Production Principles

Lesson 1 • Takt Time and Production Levelling
Teaches takt time calculation and heijunka (production levelling) techniques. Enables learners to synchronise production pace with actual customer demand.
Lesson 2 • One-Piece Flow and Cell Design
Explains one-piece flow mechanics and the layout principles of manufacturing cells. Reduces lead time and defects by eliminating batch processing.
Lesson 3 • JIT Philosophy and Goals
Defines JIT as producing only what is needed, when needed, in the quantity needed. Establishes the strategic rationale for eliminating overproduction and excess inventory.
Lesson 4 • Pull Systems and Kanban Basics
Introduces pull logic and the kanban signal as the mechanism for triggering replenishment. Prepares learners for the detailed kanban design chapter that follows.
Lesson 5 • JIT in Non-Manufacturing Contexts
Adapts JIT concepts to service, administrative, and project-based environments. Demonstrates that JIT principles apply wherever demand and supply must be synchronised.

Chapter 4See details

Kanban System Design and Management

Lesson 1 • Managing and Auditing Kanban
Establishes routines for maintaining kanban discipline and auditing system health. Prevents the common failure mode of kanban cards being ignored or lost.
Lesson 2 • Visual Kanban Board Design
Covers physical and digital board layouts for workflow kanban in office and service settings. Connects visual management principles to daily team coordination.
Lesson 3 • Calculating Kanban Quantities
Teaches the formula-based approach to determining the number of kanban cards. Ensures inventory levels are scientifically set rather than arbitrarily chosen.
Lesson 4 • Kanban Metrics and Improvement
Defines key kanban performance indicators including throughput, cycle time, and flow efficiency. Links measurement to continuous improvement cycles.
Lesson 5 • Kanban System Architecture
Explains the components of a complete kanban system including signals, loops, and supermarkets. Provides the structural blueprint before diving into calculation methods.

Chapter 5See details

5S Workplace Organisation

Lesson 1 • Shine and Standardise
Teaches cleaning-as-inspection routines and the creation of visual standards and SOPs. Converts one-time improvements into repeatable, documented processes.
Lesson 2 • 5S in Office and Digital Environments
Adapts 5S principles to shared drives, email systems, and digital workspaces. Extends the methodology beyond the shop floor to all work environments.
Lesson 3 • Sort and Set in Order
Covers red-tagging, item classification, and ergonomic placement of tools and materials. Directly reduces search time, motion waste, and safety hazards.
Lesson 4 • Sustaining 5S Gains
Provides audit tools, scoring systems, and leadership behaviours that sustain 5S over time. Addresses the most common failure point: regression after initial implementation.
Lesson 5 • 5S Framework Overview
Introduces Sort, Set in Order, Shine, Standardise, and Sustain as a sequential system. Establishes 5S as the foundation for all other Lean tools.

Chapter 6See details

Standard Work and Error Proofing

Lesson 1 • Error Proofing Concepts
Introduces poka-yoke philosophy and the distinction between mistake prevention and detection. Shifts quality assurance from inspection to built-in process controls.
Lesson 2 • Standard Work Fundamentals
Defines standard work as the current best method and distinguishes it from work instructions. Establishes standard work as the baseline for all improvement activity.
Lesson 3 • Creating Standard Work Documents
Guides learners through building combination sheets, job element sheets, and standardised work charts. Produces usable documents that capture and communicate best practices.
Lesson 4 • Designing Poka-Yoke Devices
Covers contact, fixed-value, and motion-step methods for designing error-proofing solutions. Enables learners to engineer defect prevention into physical and digital processes.
Lesson 5 • Sustaining Standard Work Compliance
Establishes leader standard work, layered audits, and deviation response protocols. Ensures standard work remains the actual method used rather than a shelf document.

Chapter 7See details

Kaizen and Continuous Improvement

Lesson 1 • Planning and Running Kaizen Events
Provides a step-by-step guide to scoping, preparing, executing, and reporting kaizen events. Enables learners to deliver measurable results within a focused improvement week.
Lesson 2 • Building a Continuous Improvement Culture
Addresses the behavioural and systemic factors that make improvement self-sustaining. Connects individual kaizen skills to organisational transformation strategy.
Lesson 3 • Root Cause Analysis Tools
Covers 5 Whys, fishbone diagrams, and fault tree analysis for identifying true root causes. Prevents the common error of solving symptoms rather than underlying problems.
Lesson 4 • PDCA and DMAIC Problem Solving
Teaches Plan-Do-Check-Act and DMAIC as structured problem-solving frameworks. Equips learners with disciplined methods to move from symptom to root cause to solution.
Lesson 5 • Kaizen Philosophy and Types
Distinguishes point kaizen, flow kaizen, and system kaizen and explains when each applies. Provides the conceptual map for selecting the right improvement approach.

Chapter 8See details

Lean Strategy Deployment and Metrics

Lesson 1 • Hoshin Kanri Strategy Deployment
Introduces hoshin kanri as the method for aligning annual priorities from leadership to the front line. Ensures Lean projects address the organisation's most critical strategic objectives.
Lesson 2 • Sustaining and Scaling Lean
Addresses the long-term challenges of sustaining Lean gains and scaling across multiple sites. Equips senior practitioners to embed Lean into organisational DNA.
Lesson 3 • Visual Management and Obeya Rooms
Covers visual management systems and obeya (big room) practices for real-time performance transparency. Accelerates decision-making by making status visible to all stakeholders.
Lesson 4 • Lean Transformation Roadmaps
Guides learners in building phased transformation roadmaps that sequence Lean tool deployment. Prevents the common failure of deploying tools without a coherent implementation strategy.
Lesson 5 • Lean Performance Metrics
Defines operational metrics including OEE, lead time, first-pass yield, and cost of poor quality. Provides a balanced measurement system that reflects true Lean progress.

Certification

Your valid completion certificate

This course is for you:

Operations supervisors: ready to lead structured process improvement initiatives.
Manufacturing engineers: seeking a systems-level approach to production efficiency.
Supply chain coordinators: wanting to reduce variability and synchronise replenishment flows.
Healthcare administrators: looking to apply flow-based thinking to patient care processes.
Career changers: transitioning into operations roles with a recognised Lean credential.
Project managers: aiming to integrate continuous improvement methods into their work.

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