Lean Certification Competency and Behavior Model - SME

1 lean Certification Competency and Behavior Model Overview This industry-leading Certification program is the result of an alliance between the Association for Manufacturing Excellence (AME), Shingo Institute, and SME. These organizations partnered to create the lean Certification program to set the globally recognized standard for lean principles and practices. As a result, the lean Certification program provides individuals, companies, and educators with a benchmark for achievements and a common roadmap for continuous improvement and workforce development. The standard assesses your lean knowledge (exam), the application of that knowledge (Portfolio/Accomplishment Record), and mentoring/coaching of others.

2 lean Bronze Certification focuses on lean from a tactical perspective. Tactical lean is the deployment and application of lean principles, concepts, and methods locally, within a work cell, work group, or value stream. This may be a workshop or project focused on implementation of specific lean concepts or techniques. lean Silver Certification focuses on lean from an integrative perspective. This is the integration of lean activities coupled with organizational restructuring necessary for transformation and sustainable lean operation of a complete value stream. lean Gold Certification focuses on lean from a strategic perspective.

3 This is a lean transformation of a business or organization. This requires at least two business transformation projects. Each project must include two or more of these classic value streams: New product development Order through delivery Supply chain Administrative functions VALUE STREAM is defined as any process that has a defined customer and supplier (including internal), material flow, and information flow. The process should include multiple operations or tasks that require the use of several people, machines, or equipment. | Page 2 of 20. The lean Certification Competencies and Behavior Model is intended to help identify the minimum competencies and Behavior expectations in your pursuit of a specific level of lean Certification .

4 lean Certification Competencies and Behavior Models Body of Knowledge Category: Cultural Enablers Terminal Learning Objective (TLO1): Subcategory: Principles of Cultural Enablers Focus Topics: Candidates understand and focus on respect for people and humility, and the evolution thereof, as they progress on their lean journey Minimum Competencies and Expected Behaviors BRONZE SILVER GOLD. Bronze candidates demonstrate a In addition to the Bronze In addition to the Bronze and Silver positive attitude and respect for competencies and behaviors: competencies and behaviors: colleagues. They check their rank . at the door, demonstrating a solid Silver candidates are fully capable Gold candidates establish and understanding and effectively of recognizing and rewarding enable proper training and human modeling appropriate team appropriate efforts and behaviors.

5 Development to develop new behaviors. Candidates value the contributions scientists in the organization, of others, and they actively practice providing opportunities for They are role models for we servant leadership. continuous growth and learning. versus I behaviors. Bronze candidates understand and place Candidates clearly understand that Candidates create a climate of the needs of the organization their role in the organization is to success for all, and establish a before the needs of themselves. break down barriers that prevent culture of learning and progress and encourage the empowerment that thrives on participation and involvement of all learning by doing and growing stakeholders.

6 From mistakes. Silver Candidates Model Behavior Gold candidates actively eliminate and foster respect for barriers by establishing and people/individuals, safety, and the enabling effective communication environment. Candidates also and work to develop a servant- demonstrate humility, leader Model for management that understanding that those who do others are held accountable. the work are best suited to improve the work and recognize that one's Candidates ensure that the lean learning is never complete. process supersedes the leader . creating an environment where leadership changes are non- disruptive to the process.

7 SME 2014. | Page 3 of 20. Body of Knowledge Category: Cultural Enablers Terminal Learning Objective (TLO2): Subcategory: Process for Cultural Enablers Focus Topics: Planning and deployment; creating a sense of urgency; modeling the lean principles, values, philosophies; message deployment establishing vision and direction; integrating learning and coaching; people development-education, training, and coaching; motivation, empowerment, and involvement; environmental systems; and safety systems Minimum Competencies and Expected Behaviors BRONZE SILVER GOLD. Bronze candidates respect In addition to the Bronze In addition to the Bronze and Silver decision-making processes, and competencies and behaviors: competencies and behaviors: understand the importance of driving consensus.

8 Silver candidates are capable of Gold candidates are the architects creating learning environments, and leaders of lean transformation Candidates actively share which includes developing others efforts. Candidates are capable of information and encourage others through delegation and letting go setting lean vision and strategy. to do so. Bronze candidates build in order to stretch and grow They evolve organizational design relationships both internally and prot g s. They clearly to drive continuous improvement externally (within team and outside communicate and plan at a value and human development getting of team) to enable continuous stream level with appropriate the right people in the right improvement and professional stakeholders, establishing and positions, and developing development.

9 Candidates actively driving cross-functional succession planning for human seek out strategic goals, communication. Candidates development. Candidates foster objectives, and information to identify and recommend changes mentoring/coaching throughout the understand the goals; and identify to organizational structure, organization enabling all how they can affect goals through policies, governance, etc., to employees to evolve a thorough their sphere of influence. promote continuous improvement understanding of lean . and human development. They possess an understanding of Gold candidates set organizational principles and use lean processes, Silver candidates are the pivotal vision and requirements, procedures, etc.

10 As point within Hoshin planning they establishing a system that drives standardized/specified by the link goals and objectives to tactics improvement and involvement organization. Candidates are that drive continuous improvement, aligned with the needs and capable of collecting and analyzing and create systems to align with objectives of the entire data, and using it to justify efforts. goals, objectives, mission, and organization. They communicate Candidates clearly understand and vision. Candidates participate and align the organization to true respect roles and responsibilities. and/or set goals and objectives as north the organization's purpose part of the Hoshin process.