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Lean Management SSCX International

Lean Management

Objectives

  • Understand the basic concepts of Lean.

  • Understand why Lean is a proven component of company strategy.

  • Understand the benefits of Lean implementation.

  • Gain a deep understanding of Lean concepts and tools.

  • Able to identify non–value-added activities.

  • Capable of driving organizational change to significantly improve productivity and shorten process lead time.

  • Able to prepare the necessary infrastructure for Lean deployment.

  • Able to develop a team-based approach for continuous improvement initiatives.

  • Able to map current business processes relevant to cross-functional improvement.

Key Contents

  • Introduction to Lean.
  • Why Lean is important.
  • What is the ultimate goal of Lean.
  • The essentials of a Lean mindset.
  • What is the focus of Lean.
  • The principles of Lean Thinking.
  • The seven wastes in Lean.
  • Key Lean activities.
  • Lean tools: Value Stream Mapping, Standardized Work, 5S, Mistake-Proofing, and others.
  •  

Who Should Attend

Anyone in the organization who is required to understand and implement Lean practices within the organization.

Free Consultation
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Upcoming Public Training

Design Thinking - SSCX International

Design Thinking


14 September 2026 – 15 September 2026

Jakarta

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Sertifikasi Yellow Belt SSCX International

Lean Six Sigma Yellow Belt Certification


21 September 2026 – 23 September 2026

Jakarta

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SSCX International Sertifikasi Green Belt

Lean Six Sigma Green Belt Certification


21 September 2026 – 23 September 2026

Online Zoom

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Bolder Result.

Featured Insights: SSCX’s most inspiring thought leadership on issues shaping the future of business and society.


Lean Management

SSCX International is a Management Consulting Firm specializing in Strategy Execution and Operational Excellence, partnering with corporations, state-owned enterprises, and medium-to-large organizations across Asia to turn strategy into operational reality and lasting business performance.

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