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Hancho training


Hancho



Hancho training for your team leaders



"If you want 1 year of prosperity, grow grain.
If you want 10 years of prosperity, grow trees.
If you want 100 years of prosperity, grow people."
Chinese proverb





While the managers of our companies receive an education, an advanced degree or a promotion before they can be considered to lead a group of what is often no more than 10 employees, we expect the team leaders in our factories to lead up to 40 employees without any training at all. In addition, we put them under pressure to take on more responsibility for quality, cost and on time delivery.

At the same time as Business Process Reengineering in western factories led to entire organizational hierarchies being discarded, Toyota recognized the significance of team leaders and dedicated 1 Hancho for a team of 6 employees.
The Hancho is the driving force behind a team oriented, continuous improvement process, which is realized through constant, on-site, observation and confirmation of running processes (Gemba).

These employees will receive a 7 month on the job training, during which they will learn the valuable PDCA (Plan-Do-Check-Act), method of problem solving. With this knowledge they can initiate the continuous improvement process (CIP), directly at the source, applying Toyota's A3 problem solving process.

The Lean Alliance will enable you to do this with the Hancho Training for team leaders.
The modular Lean Alliance Hancho Training (6 days with a 2 week break between modules), will enable your team leaders to implement the fundamental concepts of the Toyota production system. Incorporation of all the shifts will be accomplished with the Lean Performance Management System (quantity management on an hourly basis). Together with PDCA, this closed information loop will help implement solutions and resolve problems where they started.

The Hanchos will be trained according to the 4 step training program which was conceptualized by Toyota:
  1. Preparation: During 6, 1 day training sessions, the team leaders will be trained in the fundamental concepts of TPS.
  2. Application: Under guidance, the team leaders will have the "on-the-job" opportunity to apply the TPS tools which they have acquired in their own departments.
  3. Presentation: After the application in ones own department, the results are presented and discussed in-front of the Hancho training group, upon which further actions will be initiated.
  4. Test: The Hancho candidates will have to prove that they can lead their team through the closed loop PDCA cycle, and by doing so, introduce lasting solutions for the problem at hand.
Just like all other Lean Alliance trainings, theoretical knowledge is combined with practical on-site, examples (Gemba). This will empower the participant to lead and guide their own people during the day to day running of the business.
 













 


 
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