Lean Training Dojo - The Cradle for Cultivating Lean Management Talents in Enterprises

With the continuous deepening of lean management in Chinese manufacturing enterprises, more and more companies deeply feel the importance of cultivating lean management talents in the process of implementing lean management reforms. However, the traditional training model is no longer able to meet the growing needs of enterprises. The simple classroom theoretical teaching method of "one teacher teaching, a group of students listening" is no longer sufficient

It is no longer accepted by enterprises and is gradually being phased out. Because lean management is not only a management philosophy, culture, and transformative production method; More importantly, it reflects the practical application of its on-site improvement technology and innovative methods in enterprise site and management. That's why more and more companies are paying more attention to the practical application effects and innovative training methods of lean management training.

After twelve years of experience in lean management consulting and training, AiBorui Management Consulting Group has devoted itself to researching the most cutting-edge training methods and experiences in lean management. Based on continuous summarization, development, and innovation, it has created the "dojo" training method, which is highly welcomed by enterprises and pioneered the use of "dojo" training in lean management in China; The first lean management training center in China, which was established with complete functions, complete facilities, lifelike props, and combines teaching with practice, has been well received by enterprises and has contributed its due obligations and responsibilities to the promotion of lean management in China's manufacturing enterprises.

The original meaning of "dojo" refers to the place where Buddha attained enlightenment. The transliteration of Sanskrit Bodhimandala is Bodhimandala. As stated in Volume 8 of the "Records of the Western Regions of the Great Tang Dynasty", the place where Shakyamuni attained enlightenment was referred to as a dojo. Later, the term "dojo" was used to refer to a place where Buddha worshipped or practiced Taoism. After the term "dojo" was introduced to Japan, in addition to its original use, it also referred to training venues for jujitsu, swordsmanship, and other techniques within Japan. In the 1960s and 1970s, the Japanese economy rapidly rose, and some advanced manufacturing companies introduced "dojo" as a place to train employees' basic operational skills. Later on, some advanced enterprises represented by Toyota and Denso gradually added JIT logistics, quality improvement, and other content to their skill training centers, making it a compatible platform for training employees' operational skills and learning improvement methods. The author observed the training of safety, security, JIT improvement, quality, QC and other dojo at the Denso site in Japan, and was deeply impressed.

As one of the founders of the AiBorui Lean Training Center, the author has extensively drawn on the training and training models of excellent manufacturing industry employees from abroad. Through more than ten inspections and learning from Japanese companies such as Toyota, Boeing, Denso, Samsung Group, LG Group, Procter&Gamble, and especially visiting various training centers in world-class Japanese manufacturing enterprises such as Toyota and Denso, the author discusses the significance, role, training models, and training methods of the lean training center, combined with the operation and management of the AiBorui Lean Training Center.

1、 Integrating learning and practice, breaking through traditional training models

The Lean Training Center has completely overturned the learning and training mode of lean management in the past, and can be said to be a reform and innovation in the teaching mode of lean management. In the past, our teaching and training were monotonous, continuing the traditional way of one teacher lecturing and all students listening. I have heard many students' reactions that lean management training is taught by teachers for a day, and students listen for a day. The concepts and tools of lean management taught by teachers are very clear, but they don't know how to use them. I have used this teaching method before, and the overall feeling is: "After the course is over, I left with my bag; I listened on the spot, but forgot when I went back; I have the concept, but made mistakes in operation; I paid the fees, but the effect was lost." This training mode seriously hinders the practical application of lean management in enterprises, and the training effect is not good.

The training method of the Lean Training Center is unique. It combines lean ideas, concepts, tools, methods, and on-site practical experience from beginning to end. It vividly designs many props, sand tables, physical equipment, tooling molds, etc., which are very close to the scene. Many concepts, tools, and methods are applied to teaching through simulation, sand table exercises, practical operations, and other methods. It is easy to understand and integrates learning and practice, which has achieved a very good training effect and is deeply loved by the majority of students. For example, reducing costs and eliminating waste through simulated real-world sand table exercises allows students to personally experience the relationship between waste, cost, and profit. Understand the core idea of lean management on how to eliminate waste by simulating different production stages and student self-improvement. For example, standard homework is a very practical on-site improvement tool course, and in the past, students still could not understand the application and interrelationships of the "three tickets for standard homework" after training. We have designed standard homework simulation practical training for this purpose, setting up machining production lines and assembly production lines in the dojo for students to operate, analyze, and make tables by themselves, fully understanding the changing relationship between C.T and T.T, and identifying the waste caused by the differences between the two.

2、 Inspire teaching, focus on improving students' hands-on ability

精益研修道场的另一个特点就是我们常说的“三分讲七分做”，启发学员的独立思考能力和动手能力。为了更好的让学员感受精益管理的精髓和真谛，精益研修道场最大限度的设计了大量的动手实战课程。比如安全道场里的培训，我们先让学员自己动手通过KYT（危险预知训练）的方式来查找危险隐患，然后分析产生隐患的原因，最后提出改善措施和对策。课程设计的时间也是“三七开”，三分讲课、七分动手，让学员在动手实战中悟出原理、原则。另外，道场研修道场是特别重视启发式的教学模式。笔者曾亲自参加过韩国三星教育院、日本电装道场、波音AIW训练等各种各样的精益培训，发现其中共性的一点就是：全部都是启发式教学，我们在设计道场的培训科目中也十分关注这一点。比如：TPM的自主保全培训我们设置了员工自我保养四大基本功（清扫、润滑、点检、紧固），通过让学员亲自讲述四大基本功的关键要素来强调它们的重要性。

三、遵守基本、弘扬文化与人才育成并举

推行精益管理重在育人。爱波瑞精益研修道场一直秉承“德才兼备，以德为先” 的教学方针，走“德法并举”的育人之路，爱波瑞在创建精益研修道场时，就将道场的宗旨和使命锁定，那就是：

注重“学、做、悟”，以中国传统文化为核心，将精益文化体验贯穿始终，培养和打开学员的心智，使学员在“心、技、体”全方位以提升，帮助学员领悟、探索中国企业管理之道。

为了完成这一使命和夙愿，精益研修道场把“造物先育人”作为基本宗旨和座右铭，时时处处在培养学员的行为准则和规范，无时无刻的在弘扬着中国传统文化并有效的把这种文化和精益管理贯穿在一起。比如：我们在训练中要求所有的学员不论职位高低都要遵守道场的规则和纪律，穿训练服、手机统一上交摆放、每个学员的桌椅和教具全部实行定置管理，使学员深深感受到“遵守基本、从我做起”的重要性。同时我们把祖国传统国学文化引进道场里，让学员通过对国学文化的学习，在心灵里感受从对父母的孝敬到对企业的忠诚乃至对伟大祖国的爱戴。比如：对《弟子规》的学习，让学员领悟如何做一个高尚的人，如何养成遵守规则和基本的好习惯。激发了学员们刻苦学习、报效企业、报效国家的热情，得到了广大学员们高度的认同。

实践证明，精益研修道场是一个培养中国制造业精益管理人才的摇篮，它打破了的传统的培训教育模式，为我们推进精益管理、组织精益学习和训练提供了全新的模式，作为爱波瑞精益研修道场的创始人，能借助这种方式中国制造业提供精益管理的服务，我感到无比的自豪和光荣！

信息来源：天津爱波瑞科技发展有限公司