Introduction to Lean Manufacturing Management — SFEDI Enterprises Ltd. T/A SFEDI Awards Vocationally-Related Qualification Warehousing & Logistics Revision

    This subtopic establishes the core principles of lean manufacturing, focused on eliminating waste and maximising value within production and logistics envi

    Topic Synopsis

    This subtopic establishes the core principles of lean manufacturing, focused on eliminating waste and maximising value within production and logistics environments. It covers the systematic development of lean systems through tools like 5S, value stream mapping, and Kanban, and explains how ongoing monitoring via performance metrics sustains improvements. Learners also explore internal and external factors—such as workforce culture, technology adoption, and supply chain dynamics—that critically influence the success of lean operations in real-world settings.

    Key Concepts & Core Principles

    Exam Tips & Revision Strategies

    Common Misconceptions & Mistakes to Avoid

    Examiner Marking Points

    Introduction to Lean Manufacturing Management

    SFEDI ENTERPRISES LTD. T/A SFEDI AWARDS
    vocational

    This subtopic establishes the core principles of lean manufacturing, focused on eliminating waste and maximising value within production and logistics environments. It covers the systematic development of lean systems through tools like 5S, value stream mapping, and Kanban, and explains how ongoing monitoring via performance metrics sustains improvements. Learners also explore internal and external factors—such as workforce culture, technology adoption, and supply chain dynamics—that critically influence the success of lean operations in real-world settings.

    15
    Learning Outcomes
    40
    Assessment Guidance
    44
    Key Skills
    16
    Key Terms
    47
    Assessment Criteria

    Assessment criteria

    SFEDI Awards Level 3 Award in Introduction to Supply Chain Management (IoSCM)
    SFEDI Awards Level 3 Diploma in Introduction to Manufacturing and Production Management (IoSCM)
    SFEDI Awards Level 3 Certificate in Introduction to Supply Chain Management (IoSCM)
    SFEDI Awards Level 3 Diploma in Introduction to Supply Chain Management (IoSCM)
    SFEDI Awards Level 3 Diploma in Introduction to Ports and Shipping Management (IoSCM)
    SFEDI Awards Level 3 Diploma in Introduction to Logistics and Transport Management (IoSCM)
    SFEDI Awards Level 3 Diploma in Introduction to Procurement Management (IoSCM)
    SFEDI Awards Level 3 Diploma in Introduction to Business Management(IoSCM)
    SFEDI Awards Level 3 Diploma in Introduction to Warehousing Management (IoSCM)
    SFEDI Awards Level 3 Diploma in Introduction to Leadership and Management (IoSCM)
    SFEDI Awards Level 3 Extended Diploma in Introduction to Supply Chain Management (IoSCM)

    Topic Overview

    The SFEDI Awards Level 3 Award in Introduction to Supply Chain Management (IoSCM) provides a foundational understanding of how supply chains operate within the warehousing and logistics sector. This qualification covers key principles such as procurement, inventory management, transportation, and distribution, emphasising the importance of efficiency and customer satisfaction. Students will explore how supply chains are structured, the roles of different stakeholders, and the impact of globalisation on logistics operations.

    This award is essential for anyone starting a career in logistics or supply chain management, as it equips learners with the knowledge to identify cost-saving opportunities, manage risks, and improve service levels. By understanding the end-to-end flow of goods, from raw materials to final delivery, students can contribute to organisational success in a competitive market. The qualification also aligns with modern industry practices, including sustainability and technology integration.

    Within the wider subject of warehousing and logistics, this award serves as a stepping stone to more advanced qualifications, such as the Level 4 Diploma in Supply Chain Management. It bridges theoretical concepts with practical applications, preparing students for roles like warehouse supervisor, logistics coordinator, or supply chain analyst. Mastery of this topic is critical for ensuring seamless operations in any business that relies on the movement and storage of goods.

    Key Concepts

    Core ideas you must understand for this topic

    • →Supply Chain Structure: Understand the network of organisations, activities, and resources involved in moving a product from supplier to customer, including upstream and downstream flows.
    • →Inventory Management: Learn techniques like Just-In-Time (JIT) and Economic Order Quantity (EOQ) to balance stock levels, reduce holding costs, and prevent stockouts.
    • →Transportation Modes: Compare road, rail, air, and sea freight in terms of cost, speed, capacity, and environmental impact, and how to select the best mode for different goods.
    • →Procurement and Supplier Relationships: Explore the process of sourcing goods and services, negotiating contracts, and building partnerships to ensure quality and reliability.
    • →Performance Metrics: Use Key Performance Indicators (KPIs) such as on-time delivery, order accuracy, and inventory turnover to measure supply chain efficiency.

    Learning Objectives

    What you need to know and understand

    • 1. Understand the concept of Lean Manufacturing2. Understand the development and monitoring of Lean Manufacturing3. Understand the factors that influence Lean Manufacturing operations
    • 1. Understand the concept of Lean Manufacturing2. Understand the development and monitoring of Lean Manufacturing3. Understand the factors that influence Lean Manufacturing operations
    • 1. Understand the concept of Lean Manufacturing2. Understand the development and monitoring of Lean Manufacturing3. Understand the factors that influence Lean Manufacturing operations
    • 1. Understand the concept of Lean Manufacturing2. Understand the development and monitoring of Lean Manufacturing3. Understand the factors that influence Lean Manufacturing operations
    • 1. Understand the concept of Lean Manufacturing2. Understand the development and monitoring of Lean Manufacturing3. Understand the factors that influence Lean Manufacturing operations
    • 1. Understand the concept of Lean Manufacturing2. Understand the development and monitoring of Lean Manufacturing3. Understand the factors that influence Lean Manufacturing operations
    • 1. Understand the concept of Lean Manufacturing2. Understand the development and monitoring of Lean Manufacturing3. Understand the factors that influence Lean Manufacturing operations
    • 1. Understand the concept of Lean Manufacturing2. Understand the development and monitoring of Lean Manufacturing3. Understand the factors that influence Lean Manufacturing operations
    • 1. Understand the concept of Lean Manufacturing2. Understand the development and monitoring of Lean Manufacturing3. Understand the factors that influence Lean Manufacturing operations
    • 1. Understand the concept of Lean Manufacturing2. Understand the development and monitoring of Lean Manufacturing3. Understand the factors that influence Lean Manufacturing operations
    • Describe the fundamental principles and types of waste targeted in Lean Manufacturing.
    • Explain the historical development of Lean Manufacturing from craft production to modern systems.
    • Identify appropriate key performance indicators and monitoring techniques for Lean operations.
    • Analyse internal factors such as workforce skills and management commitment that impact Lean success.
    • Analyse external factors including supplier relationships and customer demand variability that shape Lean implementation.

    Assessment Criteria

    Key criteria assessors look for in your portfolio

    • Award credit for accurately defining lean manufacturing and identifying at least three of the seven wastes (muda) with relevant examples from a logistics or production context.
    • Award credit for explaining how lean development tools (e.g., value stream mapping, Kaizen events) are used to design and refine processes, and for describing monitoring mechanisms like Overall Equipment Effectiveness (OEE) or lead time tracking.
    • Award credit for analysing factors that impact lean operations, such as employee engagement, supplier reliability, or technological integration, and for linking these to potential improvements or barriers in a practical scenario.
    • Award credit for demonstrating understanding of continuous improvement cycles (e.g., PDCA) and how they connect development and monitoring phases in lean management.
    • Award credit for clearly defining lean manufacturing and identifying at least five of the seven wastes (TIMWOOD) with relevant manufacturing examples.
    • Look for evidence of a systematic approach to developing lean initiatives, such as value stream mapping or kaizen event planning, with measurable targets.
    • Assess the ability to explain key performance indicators (e.g., OEE, lead time reduction) used to monitor lean effectiveness and demonstrate how data drives corrective actions.
    • Credit responses that analyse internal and external factors (e.g., workforce engagement, supply chain reliability) impacting lean operations, with practical mitigation strategies.
    • Award credit for demonstrating a clear understanding of the core Lean principles: value, value stream, flow, pull, and perfection.
    • Award credit for accurately describing how Lean manufacturing is monitored using tools like KPIs, visual management, and continuous improvement cycles (e.g., PDCA).
    • Award credit for identifying and explaining the internal factors (e.g., workforce engagement, leadership commitment) and external factors (e.g., supplier relationships, customer demand variability) that influence Lean operations.
    • Award credit for providing relevant examples of waste (Muda) in a manufacturing or logistics context and proposing elimination strategies.
    • Award credit for linking Lean manufacturing concepts to supply chain management objectives, such as reduced lead times and improved quality.
    • Award credit for accurately defining lean manufacturing as a systematic approach to minimising waste without sacrificing productivity.
    • Award credit for correctly identifying and explaining the seven (or eight) wastes (Muda) within a given manufacturing context.
    • Award credit for demonstrating understanding of lean tools such as value stream mapping, 5S, kanban, and just-in-time, and their role in process improvement.
    • Award credit for describing methods used to monitor lean implementation, including key performance indicators (KPIs), visual management, and andon systems.
    • Award credit for analysing how factors like organisational culture, technology, supplier relationships, and customer demand influence the success of lean operations.
    • Award credit for providing a coherent plan for the development and deployment of lean initiatives, including stakeholder involvement and continuous improvement cycles (e.g., PDCA).
    • Award credit for clearly defining Lean Manufacturing and linking its five core principles (Value, Value Stream, Flow, Pull, Perfection) to port and shipping operations.
    • Assess ability to critically compare traditional and lean approaches, highlighting benefits such as reduced lead times, lower inventory costs, and improved quality in logistics processes.
    • Require evidence of using at least two lean tools (e.g., 5S, Kanban, Value Stream Mapping) to identify and eliminate waste in a given warehousing scenario.
    • Evaluate the development of a performance monitoring system with SMART KPIs (e.g., dock-to-stock time, order accuracy, inventory turnover) to track lean improvements.
    • Examiners should look for a comprehensive analysis of both internal and external factors (e.g., technology, workforce skills, regulatory changes, supplier variability) impacting lean operations in a port setting.
    • Award credit for demonstrating understanding of the seven wastes (muda) with relevant logistics examples, such as excess inventory in warehousing or unnecessary transportation movements.
    • Look for evidence that the learner can distinguish between lean tools (e.g., 5S, Kanban, Kaizen) and explain their application in monitoring and improving transport and warehouse operations.
    • Credit recognition of key factors influencing Lean operations, such as organisational culture, supply chain integration, and technological readiness, with assessment of their impact on implementation.
    • Award credit for demonstrating a clear understanding of the five core principles of Lean Manufacturing (value, value stream, flow, pull, perfection) and applying them to a procurement context.
    • Expect evidence of evaluating how lean techniques such as kanban or JIT can be integrated into procurement operations to minimize inventory costs and waste.
    • Look for a critical analysis of factors influencing lean implementation in procurement, including supplier relationships, technology, and organisational culture, supported by relevant examples.
    • Award credit for accurately defining lean manufacturing and distinguishing it from traditional push-based production systems.
    • Credit should be given for identifying and explaining the seven wastes (TIMWOOD) with relevant industry examples.
    • Learners should demonstrate the ability to develop a lean implementation plan, including tools like 5S, Kaizen, and Value Stream Mapping.
    • Evidence of understanding monitoring mechanisms is required, such as Key Performance Indicators (e.g., Overall Equipment Effectiveness, lead time) and visual management techniques.
    • High marks are awarded for analysing how organisational culture, employee involvement, and supplier partnerships influence lean success.
    • Award credit for demonstrating a clear understanding of the seven wastes (TIMWOOD) and providing accurate warehousing examples for each.
    • Award credit for effectively applying lean tools such as 5S, Kanban, or Value Stream Mapping to a given warehouse scenario, showing practical improvements.
    • Award credit for explaining how lean principles support continuous improvement cycles (PDCA/Kaizen) and for linking these to measurable performance gains in a logistics setting.
    • Award credit for demonstrating a clear understanding of the five core Lean principles: value, value stream, flow, pull, and perfection.
    • Award credit for accurately identifying and categorizing the seven wastes (muda) within a warehousing or logistics operation.
    • Award credit for explaining how key performance indicators (KPIs) such as lead time, defect rates, and inventory turnover are used to monitor the effectiveness of Lean implementation.
    • Award credit for describing the role of leadership in fostering a culture of continuous improvement (kaizen) and employee involvement.
    • Award credit for analyzing how external factors, such as supply chain disruptions or customer demand variability, can impact Lean operations and require adaptive strategies.
    • Award marks for accurately listing at least three of the original seven wastes (muda) with warehousing-related examples.
    • Expect clear differentiation between Lean tools (e.g., 5S, Kanban) and overarching Lean philosophy.
    • Credit detailed explanation of at least one monitoring method (e.g., OEE, value stream mapping iterations) and its purpose.
    • Look for structured analysis that separates internal factors (e.g., training) from external (e.g., lead time variability).

    Assessment Guidance

    Guidance for achieving higher grades

    • 💡In written assessments, always anchor your answers in realistic warehousing or logistics scenarios—mention specific lean tools (e.g., Kanban for inventory control) to demonstrate applied understanding.
    • 💡When answering questions on monitoring, structure your response around a cycle of measurement, analysis, and action (e.g., plan-do-check-act) to show systematic thinking.
    • 💡For factors influencing lean operations, consider both internal (e.g., staff training, layout) and external (e.g., customer demand, supplier lead times) elements, and discuss trade-offs where appropriate.
    • 💡Use clear headings and bullet points in long-answer questions to match the structure of learning outcomes, helping assessors locate key evidence easily.
    • 💡When discussing lean development, always connect the chosen method to a specific operational problem, showing how it aligns with business objectives.
    • 💡In monitoring questions, reference relevant manufacturing metrics and explain how they highlight waste or improvement opportunities, not just define them.
    • 💡For factors influencing lean, structure answers around the PESTLE or SWOT framework to ensure comprehensive coverage of internal and external influences.
    • 💡Use real-world examples or case studies to illustrate how lean principles have been applied in manufacturing, demonstrating practical understanding.
    • 💡Ensure your responses link theory to practical scenarios: use case studies or hypothetical examples to demonstrate application of Lean tools.
    • 💡When discussing factors that influence Lean, always balance both internal (e.g., employee training) and external (e.g., customer expectations) perspectives to show comprehensive understanding.
    • 💡Always link your answers to the specific learning objectives and use correct lean terminology (e.g., kaizen, muda, jidoka) to demonstrate depth of knowledge.
    • 💡When responding to scenario-based questions, apply lean concepts directly to the context provided, showing how they would solve the given problem or improve the process.
    • 💡Structure responses to show the development, monitoring, and influencing factors sequentially, as this mirrors the unit’s logical flow and assessment criteria.
    • 💡Use real-world examples or case studies where possible to strengthen your arguments and illustrate practical application.
    • 💡Pay attention to command words such as 'analyse' or 'evaluate'; go beyond description by weighing up factors or making reasoned judgments about lean implementation.
    • 💡To achieve high marks, always contextualize lean concepts with concrete examples from port, terminal, or shipping company operations, demonstrating application rather than just theory.
    • 💡When explaining development and monitoring, structure your answer around the PDCA (Plan-Do-Check-Act) cycle and include specific metrics used in logistics (e.g., TEU throughput per hour, equipment downtime) to show depth.
    • 💡For questions on influencing factors, use a structured framework such as PESTLE (Political, Economic, Social, Technological, Legal, Environmental) to ensure all aspects are covered and to impress assessors with analytical rigor.
    • 💡Use specific logistics scenarios in your responses to demonstrate practical application of Lean concepts, such as describing how a Kanban system could streamline spare parts replenishment in a fleet maintenance depot.
    • 💡Structure assignment answers to explicitly address all three learning outcomes: concept, development/monitoring, and influencing factors, ensuring a balanced coverage that meets assessment criteria.
    • 💡When answering assessment questions, always explicitly connect lean concepts to procurement and supply chain scenarios—use examples such as reducing ordering lead times or streamlining supplier approvals.
    • 💡Demonstrate a balanced perspective by discussing both benefits and challenges of implementing lean in procurement, considering factors like demand variability and supplier reliability.
    • 💡Use correct terminology (e.g., muda, kaizen, poka-yoke) and reference renowned thinkers like Taiichi Ohno to show depth of understanding and enhance credibility.
    • 💡Structure your responses around the lean cycle: identify value, map the stream, create flow, establish pull, and pursue perfection.
    • 💡Use real-world case studies (e.g., Toyota, SMEs) to illustrate how lean principles are applied and adapted in different contexts.
    • 💡For monitoring questions, always link KPIs to specific lean objectives and explain how data drives continuous improvement.
    • 💡When discussing influencing factors, balance internal (culture, layout, skills) and external (supply chain, technology, market) considerations.
    • 💡Include diagrams such as Value Stream Maps or Spaghetti Diagrams where appropriate to support written explanations.
    • 💡Always link lean theory to tangible warehousing examples, such as using 5S to reorganise a picking area or applying Kanban to consumable replenishment.
    • 💡When analysing case studies, identify specific types of waste and propose structured, step-by-step lean solutions rather than generic improvements.
    • 💡Demonstrate understanding of performance measurement by suggesting relevant KPIs (e.g., inventory turnover, order accuracy, lead time) to monitor lean initiatives.
    • 💡Always link Lean concepts to practical warehousing and logistics scenarios, such as using 5S to organize a storage area or applying kanban to manage inventory replenishment.
    • 💡Use correct Lean terminology (kaizen, jidoka, muda, kanban, etc.) and demonstrate understanding of their application, not just definitions.
    • 💡When discussing monitoring, refer to specific KPIs and how they provide actionable data for managers to adjust processes.
    • 💡Structure answers around the Plan-Do-Check-Act (PDCA) cycle when explaining how Lean initiatives are developed and sustained.
    • 💡Consider both internal factors (e.g., workforce skills, management commitment) and external factors (e.g., supplier reliability, regulatory changes) when evaluating Lean operations.
    • 💡When discussing monitoring, always link chosen metrics directly to waste reduction goals (e.g., reduced inventory ties to JIT).
    • 💡Use practical logistics examples—such as warehouse layout improvements or reduced picking errors—to illustrate Lean application.
    • 💡For factor analysis, adopt an 'internal vs external' framework to show comprehensive evaluation and earn higher marks.
    • 💡Demonstrate understanding of Lean evolution by referencing Toyota Production System origins and its adaptation to global supply chains.
    • 💡Use real-world examples: When discussing concepts like JIT or transportation modes, reference well-known companies (e.g., Toyota for JIT, Amazon for logistics) to demonstrate applied understanding.
    • 💡Link theory to practice: Explain how supply chain decisions impact business objectives like cost reduction, customer satisfaction, and sustainability. Examiners reward answers that show the 'why' behind the 'what'.
    • 💡Define key terms precisely: In exam answers, always define terms like 'lead time', 'bullwhip effect', or 'third-party logistics' before using them. This shows depth of knowledge and avoids ambiguity.

    Common Mistakes

    Common errors to avoid in your coursework

    • Confusing lean manufacturing with simply reducing headcount or cutting costs, without recognising its holistic focus on value creation and flow.
    • Failing to connect the development of lean systems (e.g., process mapping) with ongoing monitoring activities, treating them as isolated concepts.
    • Overlooking external factors like demand variability, supplier performance, or regulatory requirements when discussing influences on lean operations.
    • Describing lean tools without explaining how they specifically reduce waste or improve efficiency in a given context.
    • Confusing lean manufacturing with simply cost-cutting or headcount reduction, overlooking the focus on value creation and flow.
    • Presenting lean tools (5S, kanban) in isolation without linking them to an overall lean philosophy or continuous improvement culture.
    • Failing to address the human and cultural aspects of lean implementation, assuming tools alone will sustain changes.
    • Neglecting to mention the importance of measurement and data in monitoring lean progress, providing vague descriptions of success.
    • Confusing Lean with simply cost-cutting, rather than understanding it as a systematic approach to eliminating all forms of waste while preserving value.
    • Overlooking the importance of continuous improvement and cultural change, focusing only on tools like 5S without addressing underlying mindset.
    • Failing to differentiate between internal and external factors, often ignoring the impact of supplier performance on Lean operations.
    • Confusing lean manufacturing with simply reducing costs or headcount, rather than focusing on waste elimination and value creation.
    • Overlooking the importance of organisational culture and employee buy-in, treating lean as a set of tools without addressing mindset change.
    • Failing to connect lean principles to the broader supply chain, focusing only on internal production processes.
    • Neglecting the monitoring and control phase, assuming that initial implementation is sufficient without ongoing measurement and adjustment.
    • Misapplying lean tools without understanding the underlying principles, leading to superficial changes that do not deliver sustained benefits.
    • Ignoring external factors such as supplier reliability or fluctuating demand, which can undermine lean operations.
    • Confusing Lean Manufacturing with simply cutting costs or headcount, rather than focusing on waste reduction and value creation.
    • Failing to connect lean principles specifically to port and shipping activities, such as vessel turnaround, container handling, or customs clearance, leading to generic answers.
    • Overlooking the importance of cultural change and employee engagement when monitoring lean implementation, assuming it is solely a set of tools.
    • Neglecting external factors like global trade fluctuations, fuel prices, or environmental regulations when discussing influences on lean operations.
    • Incorrectly assuming that lean means zero inventory, without understanding the role of safety stock in the buffered, unpredictable maritime environment.
    • Confusing Lean Manufacturing with simple cost reduction, overlooking the holistic emphasis on quality, flow, and employee empowerment.
    • Failing to connect Lean principles to non-manufacturing environments, such as logistics service operations, leading to generic answers without contextual application.
    • Confusing Lean Manufacturing with simply reducing costs or headcount, rather than focusing on systematic waste elimination and value enhancement across the entire supply chain.
    • Failing to link lean principles specifically to procurement activities, treating the topic as a generic manufacturing concept without addressing supplier selection, inventory management, or logistics.
    • Overlooking the importance of continuous improvement (kaizen) and employee involvement, assuming lean is a one-time implementation rather than an ongoing culture of incremental change.
    • Confusing lean with simply cost-cutting or headcount reduction, rather than a systematic approach to waste elimination.
    • Overlooking the importance of cultural change and employee engagement, assuming lean tools alone will deliver results.
    • Applying lean tools in isolation without linking them to an end-to-end value stream or customer demand.
    • Failing to appreciate the need for continuous monitoring and adjustment, treating lean as a one-off project.
    • Ignoring external factors such as supplier reliability or demand variability when planning lean operations.
    • Confusing lean manufacturing with simple cost-cutting, overlooking the holistic approach that includes workforce engagement and process stability.
    • Failing to recognise that lean requires a cultural shift; treating it as a one-off project rather than a long-term continuous improvement philosophy.
    • Misapplying pull systems or just-in-time without considering demand variability, leading to stock-outs or excessive pressure on warehouse resources.
    • Confusing Lean Manufacturing with arbitrary cost-cutting or headcount reduction, rather than a systematic approach to waste elimination.
    • Misunderstanding the 'pull' system by assuming it means producing based on forecast rather than actual customer demand.
    • Overlooking the importance of employee empowerment and engagement, treating Lean as solely a set of tools rather than a cultural change.
    • Failing to distinguish between value-added and non-value-added activities, often misidentifying necessary non-value-added activities as waste.
    • Assuming that Lean implementation is a one-time project instead of an ongoing process of continuous improvement.
    • Confusing Lean Manufacturing with generic cost-cutting or workforce downsizing without process redesign.
    • Treating Lean as a set of isolated tools rather than an integrated system requiring cultural commitment.
    • Overlooking the role of employee empowerment and continuous feedback in sustaining Lean improvements.
    • Ignoring supply chain integration, assuming Lean can operate independently of supplier and customer coordination.
    • Misconception: Supply chain management is just about moving boxes. Correction: It involves strategic planning, data analysis, risk management, and coordination across multiple functions, including finance and marketing.
    • Misconception: Holding more inventory is always better to avoid stockouts. Correction: Excess inventory ties up capital and increases storage costs; effective management aims to optimise stock levels using demand forecasting.
    • Misconception: The cheapest supplier is always the best choice. Correction: Total cost of ownership includes quality, lead time, reliability, and after-sales support; a low-cost supplier may cause delays or defects.

    Frequently Asked Questions

    Common questions students ask about this topic

    Before You Start

    Prior knowledge that will help with this topic

    • •Basic understanding of business operations: Familiarity with how organisations function, including departments like sales, production, and finance.
    • •Numeracy skills: Ability to interpret data, calculate costs, and understand basic metrics like percentages and averages.
    • •No formal logistics experience required: This Level 3 award is introductory, so prior knowledge of warehousing or transport is not necessary.

    Key Terminology

    Essential terms to know

    • 1. Understand the concept of Lean Manufacturing2. Understand the development and monitoring of Lean Manufacturing3. Understand the factors that influence Lean Manufacturing operations
    • 1. Understand the concept of Lean Manufacturing2. Understand the development and monitoring of Lean Manufacturing3. Understand the factors that influence Lean Manufacturing operations
    • 1. Understand the concept of Lean Manufacturing2. Understand the development and monitoring of Lean Manufacturing3. Understand the factors that influence Lean Manufacturing operations
    • 1. Understand the concept of Lean Manufacturing2. Understand the development and monitoring of Lean Manufacturing3. Understand the factors that influence Lean Manufacturing operations
    • 1. Understand the concept of Lean Manufacturing2. Understand the development and monitoring of Lean Manufacturing3. Understand the factors that influence Lean Manufacturing operations
    • 1. Understand the concept of Lean Manufacturing2. Understand the development and monitoring of Lean Manufacturing3. Understand the factors that influence Lean Manufacturing operations
    • 1. Understand the concept of Lean Manufacturing2. Understand the development and monitoring of Lean Manufacturing3. Understand the factors that influence Lean Manufacturing operations
    • 1. Understand the concept of Lean Manufacturing2. Understand the development and monitoring of Lean Manufacturing3. Understand the factors that influence Lean Manufacturing operations
    • 1. Understand the concept of Lean Manufacturing2. Understand the development and monitoring of Lean Manufacturing3. Understand the factors that influence Lean Manufacturing operations
    • 1. Understand the concept of Lean Manufacturing2. Understand the development and monitoring of Lean Manufacturing3. Understand the factors that influence Lean Manufacturing operations
    • Waste elimination and value stream mapping
    • Continuous improvement (Kaizen)
    • Just-in-time and pull systems
    • Lean performance monitoring
    • Organisational culture and leadership
    • External supply chain influences

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