Learning Objectives

For the past ten years, KawKan has been using a lean manufacturing approach to assembly their motorcycles. Over that decade, the business has remained strong, but operational costs have continued to increase despite increased sales every year. Management has considered the idea it might be time to switch from the Lean process to a more robust continuous improvement model. Since the company is immersed in the practice of the Lean manufacturing model, the management team is not familiar with the basic elements in the continuous improvement model. Management has asked you to prepare a presentation outlining the continuous improvement process and how implementing how it can improve the overall manufacturing output. The designated contacts for this project include the director of supply chain management and the director of continuous improvement for production.

Goal description:

This training aims to enlighten and inform the management team in the KawKan company about fundamental elements in the Continuous Improvement Process (CIP).

Learning objectives/outcomes:

By the end of the training, the management team will be able to:

Identify the benefit of the CIP

Analyzing the difference between CIP and Lean manufacturing methods and then deciding on implementing the new model.

Potential Subject Matter Experts/Define their role in the project:

The designated contacts for this project include the director of supply chain management and the director of continuous improvement for production.

The director of continuous improvement in production has the knowledge needed for implementing this method. The director of supply chain management can evaluate the impact of using a new model in the manufacturing process and then the production.

MedPat is a moderate-sized medical device manufacturer with offices, distribution centers, and production facilities scattered across North and South America. The company's growth has primarily been done by acquiring smaller and competing businesses in the same market. Given the degree of displaced locations, different operating procedures, and non-integrated systems, the operations have become too strenuous.

One of the larger sites has been chosen as a test site to harmonize the company's new devices' setup and production. Soon, other sites will be manufacturing this same device too. MedPat needs to remove itself from a paper-based operation because it slows down production. The records are hard to consistently manage, leading to communication issues with the site and field reps. The designated contacts for this initiative consist of a process improvement expert and the vice president of production.

Goal description

This training aims to change the paper-based operation into a computer-based operational process that could be easily managed and improve communication issues with the site and field reps.

Learning objectives/outcomes

By finishing the training, the management team will be able to:

• Define the current paper-based processes (Remember)

• Compare between the paper-based and computer-based operational processes. (Understand)

• Adapt the computer-based model and apply it to one of the company facilities. (Applying)

• Analyze and confirm the benefit of the new model. (Analyze)

• Validate that the new model will help in resolving the communication issues that they have between different sides. (Evaluate)

• Integrate the new model into other parts of the MedPat company and improve the digitalized communication process through all company branches. (Create)

Potential Subject Matter Experts/Define their role in the project.

To change to a computerized based process, the Information and Communication Technology (ICT) team could be a significant SME as they can help determine the best and appropriate technology.

The vice president of production as he/she can observe the whole process and be the director to lead the overall project.