Lean Master Black Belt Overview - Leading Edge€¦ · • Run enterprise Kaizens (Jishuken) • Evolve Lean tools/techniques to meet the needs of the enterprise • Work with the

© 2013 Leading Edge Group. All rights reserved.

LEAN MASTER BLACK BELT Page | 1

LEAN MASTER BLACK BELT

Leading Edge Group, 60 St. Clair Avenue East, Suite 805 Toronto, ON M4T 1N5

www.leadingedgegroup.com



Program Overview

Leading Edge Group’s Lean Master Black Belt program will take you through a new stage of your

Lean journey - the process of moving to the master level of Lean where you are expected to take a

more holistic and strategic approach to your deliberations. At the end of this stage of your journey,

you will be expected to transform your organization and to lead it on its Lean journey.

Where a Master Black Belt differs from other belts is in their holistic approach and their

understanding of the bigger picture. As the first among equals, their role is to ensure that there is a

Lean strategic plan and that it is deployed. They will be natural leaders and mentors. They will also

be natural educators and someone that is approachable to all. They will have an uncanny knack for

knowing when to get involved and when to mentor. Their knowledge of Lean is the backbone of their

position within the organization.



Aims and Objectives

The aims of this program are to:

• Develop your skills through challenging your perceptions and to stimulate you to become

an implementer of change

• Expand your horizons and scope of influence

• Develop enterprise-wide problem solving skills

• Develop mentoring skills

• Provide you with an in-depth working knowledge of Lean strategy development and

deployment

Upon completion of the program, you will be able to:

• Identify where any organization is in terms of its continuous improvement journey

• Identify enterprise-wide ‘burning bridges’

• Identify and understand the current culture of an organization

• Advise the senior management team on necessary changes to improve the business

• Mentor other belts on Lean initiatives

• Run enterprise Kaizens (Jishuken)

• Evolve Lean tools/techniques to meet the needs of the enterprise

• Work with the senior management team to address and resolve enterprise problems

• Lead significant problem solving initiatives

• Lead the senior management through the Lean strategic planning process

• Drive the deployment of the strategic plan

• Drive the behavior and organizational changes needed to create and sustain a culture of

continuous quality improvement


Structure

This program is based on three learning pillars that are designed to take participants

process of an enterprise continuous improvement

Each pillar is six months in duration and contains a body of knowledge that

through the necessary aspects of a continuous improvement

will help participants understand the current reality,

in the transformation and create the environment to inspire all to take the Lean

Learning Pillar 1

"Where are we now?"

© 2013 Leading Edge

rogram is based on three learning pillars that are designed to take participants through the

process of an enterprise continuous improvement transformation.

Each pillar is six months in duration and contains a body of knowledge that will bring participants

cts of a continuous improvement transformation. The body of knowledge

erstand the current reality, challenge the status quo, identify the key stages

create the environment to inspire all to take the Lean journey with them

Learning Pillar 2

"What do we need to

change?"

Learning Pillar 3

"How do we change it?"

dge Group. All rights reserved.

Page | 4

through the

participants

The body of knowledge

atus quo, identify the key stages

journey with them.

Learning Pillar 3

"How do we change it?"



Program Assessment

The program is based on continuous assessment for each pillar and the Master Black Belt project.

Marks are allocated for each pillar based on assignments, discussion forum participation and log

book/diary submission. Participants are provided with their marks for each assessment item at the

end of each pillar with feedback.

Assignments

Each pillar will have two assignments to be completed on relevant topics.

Log book/Diary

Participants will also be expected to maintain log book/diary where they will list the initiatives that

they have started, been involved with or mentored. The purpose of this is to assess how participants

are developing as Master Black Belts. The log book will be reviewed at the end of each pillar.

Discussion Forum Participation

Topics will be posted for discussion every two weeks and participants are required to respond.

Lean Master Black Belt Project

Running throughout the program will be the Master Black Belt project (MBBP) focused on an

enterprise level initiative.

Program Delivery

The program combines distance/on-line learning and face-to-face instruction. Program materials are

provided through an on-line Learning Management System (LMS) portal – Moodle. Participants

receive access to module notes; required and recommended readings; webinars; a Master Black Belt

discussion forum; supplementary resources and guidelines/templates for program assessment. Face-

to-face instruction is provided through web conferencing and on-site visits.

Mentoring Support

Participants will be assigned an expert mentor for the duration of the program to provide any

clarification on subject matter queries as well as further information on the assessment elements of

the program. One-to-one discussions will also be scheduled on a monthly basis to review progress

and ‘deep dive’ into particular subject areas or challenges that the participant is addressing.


Key Faculty

Dermot Freeman

Lean Sigma

Dermot has been practi

environments since

programs in QWL, z

a diverse

Dermot is a key lecturer in the Leading Edge

Lean Black Belt - program since 2010 and mentors Black Belt practitioners from various industries

including medical device, pharmaceutical, food, retail,

speaker on Lean implementation at i

presented at conferences/workshops in

Educated at University College Dublin,

Limerick, Ireland; Dermot has operated

during the 80s, Oral-B and Gillette dur

the 00s. He has supported the implementation of operational excellence across manufacturing,

laboratory, administration and service companies.

Dermot has also coordinated the roll

Coulter following Danaher’s takeove

Toyota Production System (TPS) and it invo

throughout the organization. Policy d

projects and actions is a critical compo

years. Dermot is a seasoned Lean practitioner who is just as comfortable in the boardroom as in

‘Gemba’. His 32 years of experience leaves him in a p

importantly, what has not.


Dermot Freeman MSc

Lean Sigma Master Black Belt

Dermot has been practicing Lean in its many guises across a variety of

ironments since 1979. Over the past 30 years he has implemented

programs in QWL, zero defects, world class manufacturing and Lean in

diverse range of companies.

is a key lecturer in the Leading Edge Group/University College Cork postgraduate dip

program since 2010 and mentors Black Belt practitioners from various industries

eutical, food, retail, amongst others. He has been a keynote

aker on Lean implementation at innovation conferences in several cities in Japan and

presented at conferences/workshops in the USA, UK, China, Ireland and Canada.

Educated at University College Dublin, Ireland; University of Waterloo, Ontario and University of

Dermot has operated at site management level for AHS and Baxter in

Gillette during the 90s as well as Olympus and Beckman Coulter during

00s. He has supported the implementation of operational excellence across manufacturing,

nd service companies.

has also coordinated the roll-out of the DBS (Danaher Business System) within Beckman

Coulter following Danaher’s takeover of the Beckman Coulter organization. DBS is, in essence

) and it involves continuous improvement at a constant level

throughout the organization. Policy deployment is at the heart of DBS, and its transfer to meaningful

actions is a critical component of what the Danaher organization has achieved over the

Dermot is a seasoned Lean practitioner who is just as comfortable in the boardroom as in

His 32 years of experience leaves him in a position to know what has worked


Page | 6

cing Lean in its many guises across a variety of

s implemented

anufacturing and Lean in

graduate diploma -

program since 2010 and mentors Black Belt practitioners from various industries

amongst others. He has been a keynote

in Japan and has also

and University of

Baxter in Canada

Beckman Coulter during

00s. He has supported the implementation of operational excellence across manufacturing,

out of the DBS (Danaher Business System) within Beckman

in essence, the

ant level

and its transfer to meaningful

ation has achieved over the

Dermot is a seasoned Lean practitioner who is just as comfortable in the boardroom as in

osition to know what has worked and, more


Nick Ustianowski

Lean Sigma

Nick’s business creed is to support real, sustainable and meaningful

change that maintains and delivers high performance. Nick moved to

Ireland in January 2000 to take

product plant in Cork. Previous to this,

including Abbott Labs

qualified with a BSc in Chemistry and an MSc in Industrial Pharmaceutical Science from the

University of Greenwich. Nick has a total of over 20 years experience in mu

and has led and mentored a significant number of Lean

Nick held various manufacturing manageri

since 2008, as an internal consultant for operational e

pride and ownership displayed by staff

has had an outstanding and constantly improving record in safety, customer service, quality,

continuous improvement and cost.

He provided support in a number of ways

individuals; coaching from a technical, personal and team development perspective; performance

management and facilitation through Kaizens, team feedbac

From a manufacturing perspective, Nick delivered a 30% reduction in site lead time, a 70% reduction

in site lead time variation and delivered on all site and end

Nick is a Lean Sigma Master Black Belt (MSc Strategic Quality Management) awarded from the

University of Limerick as well as qualifying with Lean Sigma Black Belts in 2004.


Nick Ustianowski MSc




Ireland in January 2000 to take up a position with the Pfizer drug

product plant in Cork. Previous to this, he worked with corporations

including Abbott Labs and Norton Healthcare in the UK,


University of Greenwich. Nick has a total of over 20 years experience in multinational corporations

and has led and mentored a significant number of Lean and Six Sigma projects.

anagerial positions within the Pfizer Corporation and operated,

as an internal consultant for operational excellence. His success was measured by the

staff members. Since the start-up of the Pfizer facility, the plant


ber of ways – through clear direction, influencing teams and


and facilitation through Kaizens, team feedback, culture and change management.


d delivered on all site and end-to-end value stream commitments.

r Black Belt (MSc Strategic Quality Management) awarded from the

University of Limerick as well as qualifying with Lean Sigma Black Belts in 2004.


Page | 7



up a position with the Pfizer drug

he worked with corporations

and Norton Healthcare in the UK, having


ltinational corporations

and operated,

xcellence. His success was measured by the

up of the Pfizer facility, the plant


clear direction, influencing teams and


, culture and change management.


end value stream commitments.

r Black Belt (MSc Strategic Quality Management) awarded from the


Jane Bishop


Jane knew several good reasons to pursue a career in

it was a family business, her sister is also a nurse and

career in nursing provided her with job security and stability. It also

provided the certainty of spending important seasonal holidays such

as Christmas with her friends at work

soon found an area of nursing that was well suited to her high energy levels and her need to solve

problems rapidly - the Emergency Department.

After rising through the ranks from s

as a registered paediatric nurse on route, Jane decided

Palm West Hospital, Florida.

Working in the USA exposed Jane to Lean working practices in healthcare fo

became lead for the peer review committee on quality issues and gained extensi

management and continuous quality processes within a healthcare setting.

Returning to Ireland, Jane studied for a Master’s Degree in

Systems and graduated with Honours from the University of Limerick

services manager in the Health Service Executive (HSE)

senior management team and front

As a senior consultant and trainer for Leading Edge Group

and has led an array of Lean Six Sigma p


Jane Bishop MSc


Jane knew several good reasons to pursue a career in nursing. Firstly

it was a family business, her sister is also a nurse and, secondly



at work. Training as a registered general nurse in London, UK, Jane


the Emergency Department.

After rising through the ranks from student to Emergency Department head nurse and also qua

urse on route, Jane decided to work in the Emergency Department

e to Lean working practices in healthcare for the first time.

became lead for the peer review committee on quality issues and gained extensive insight into risk

and continuous quality processes within a healthcare setting.

Returning to Ireland, Jane studied for a Master’s Degree in Strategic Quality Management and

Systems and graduated with Honours from the University of Limerick, Ireland. Her job as trauma

services manager in the Health Service Executive (HSE) allowed her to bring Lean thinking to both the

and front line staff in Waterford Regional Hospital, Ireland.

a senior consultant and trainer for Leading Edge Group in Canada, Jane has travelled extensively

led an array of Lean Six Sigma projects in both the public and private sector.


Page | 8

nursing. Firstly

secondly, a



urse in London, UK, Jane


urse and also qualifying

to work in the Emergency Department of

r the first time. She

ve insight into risk

nagement and Lean

, Ireland. Her job as trauma

bring Lean thinking to both the

Jane has travelled extensively



Benefits

The Master Black Belt program:

• Provides an international certification and a qualification that is recognized as the highest

accolade in continuous improvement, thereby enhancing career development

opportunities for individuals

• Is reflective of changing industry needs

• Is focused on culture, innovation and empowerment – key factors for sustainable

continuous improvement transformations

• Facilitates a significant return on investment

• Creates internal capacity to lead an enterprise-wide transformation

• Has been developed in conjunction with industry

Further Information

For further information and an application form for the program, please e-mail

[email protected] .

Documents

Lean Master Black Belt Overview - Leading Edge€¦ · • Run enterprise Kaizens (Jishuken) • Evolve Lean tools/techniques to meet the needs of the enterprise • Work with the