Scenario #1
For the past ten years, KawKan has been using a lean manufacturing approach in the assembly of their motorcycles. Over that decade, 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 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 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
In order to reduce operational cost and increase manufacturing output KawKan wants to implement the continuous improvement model in the manufacture of their motorcycles. Since experience with the continuous improvement model at KawKan’s management team is limited, it is important to build on the core principles of that model with the ultimate goal of empowering the team to implement the continuous improvement model in place of the current Lean model (Evaluate).
Learning objectives/outcomes
At the conclusion of this course the learner will be able to
- Define the principles of the continuous improvement model (Remember).
- Differentiate between the Lean model and the continuous improvement model (Understand).
- Apply the continuous improvement model to individual areas of production. (Apply)
- Document steps for each manufacturing area to be brought into the new model (Analyze).
- Recommend a plan to implement the continuous improvement model (Evaluate)
Potential Subject Matter Experts/Define their role in the project
Director of supply chain management:
This SME can explaining the current Lean model and identify manufacturing areas where costs are increasing the most. This will allow a more relevant application of learning outcome number 3
Director of continuous improvement for production:
This SME will be able to accurately explain the continuous improvement model and how it differs from the lean model, giving us the necessary information for learning outcomes 1 and 2.
Additionally both SMEs may be able to call out what is not currently possible to implement which would prevent developing information hat cannot be presently utilizes by the learners. They can also be on hand to review the documented steps for learning outcome 4 and recommended plan from learning outcome 5.
Scenario #2:
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 through the acquisition of smaller and competing business 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 setup and production of the company’s new devices. 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, and it leads 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
In order to increase production of new medical devices and reduce miscommunication between different production sites and field representatives MedPat needs to bring it’s various locations under a single, online operational system. Employees need to be trained on how this new system is more efficient and demonstrate proficiency in using it (Analyze).
Learning objectives/outcomes
At the conclusion of this course the learner will be able to
- Describe the main reason for MedPat to implement the new system (Understand).
- Observe the new system in action via narrated step-by-step video (Understand).
- Practice entering sample information into the new online system (Apply).
- Complete a knowledge assessment (clicking correct button/hotspot) in the new online system (Apply).
- Correctly diagnose an issue in the new system (Analyze).
- Document that issue in the new system (Analyze).
Potential Subject Matter Experts/Define their role in the project
Process improvement expert:
This SME will be able to articulate the new process, which will help us to create visualizations that can clearly show the improvements that the new system brings, aligning with learning outcome number 2. They can also help with creating the optimal steps (clicks) for the knowledge assessment in outcome 4.
Vice president of production:
This SME can identify the biggest issues that slow set up and production. This information can help employees understand the key reason for this new system and what improvements it will bring (both to their roles and to potential customers). This aligns with learning outcome 1.
They will also be able to provide us with common issues that arise during production and what types of orders there are, aligning with outcomes 3 and 5.