Globally recognized and accredited Online Training and Certification course on Certified 'Lean Expert - Gold Level' - Level 3

Certified 'Lean Expert - Gold Level' - Level 3 (English)

Globally recognized and accredited Online Training and Certification course on Certified 'Lean Expert - Gold Level' - Level 3

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Language: English

Instructors: Aryan Viswakarma

Validity Period: 1095 days

$800 43.75% OFF


Why this course?


Course: Lean Expert Gold Level

Course Duration: 22 hrs

Course Objectives

The Lean Expert Gold Level course takes the advanced elements learned in Lean Silver a step further by developing your capability in both the application of advanced Lean tools and in facilitating business-wide lean programs of improvement.

After this course you will:

  • Be capable of leading cross-functional Lean based projects
  • Improve your analytical skills to further understand waste
  • Understand how to use a range of advanced Lean tools for both project-based improvement and daily process management
  • Be able to define, visualize, communicate and improve the end to end value stream for a process, function, or business
  • Be able to influence and coach a range of stakeholders in the Lean change process and new ways of thinking.


At least 3 years of Industry experience with basic conceptual knowledge of Lean Concept or have certified to QHI Lean Expert Silver Level course.

Who Should Attend?

  • Lean Practitioners
  • Business consultants
  • Project managers
  • Middle / Senior managers
  • Anybody eager of learning and enhance his knowledge in this domain

Certification Exam

  • Each certification candidate is required to pass a written examination that consists of multiple-choice questions measuring comprehension of the Body of Knowledge.
  • The exam will be conducted online.
  • It is only offered in English.
  • Learners need to appear for the final test within 12 months of purchasing the course. Course access will remain till the access period as per the applicability
  • *Taking an exam after one year will incur a fee*
  • After the certificate is issued, you must wait 30 days to get a hard copy of the Certificate.
  • Learners can clear their doubts arising during the study within 06 months from the date of purchasing the course.
  • For Sample Certificate Click Here

Pass Criteria:  > 60% marks

For candidates clearing the exam successfully certificate shall be issued by Quality HUB India, which is a registered organization with GOI for training and certification courses.

  • Note: One extra opportunity will be given to unsuccessful candidates free of charge.

How will I benefit from this certification?

Lean Experts provide the organization with internal capabilities for assessing the whole organizational value stream leading to:

  • A positive shift in leadership cohesiveness
  • Clarity of the core value stream processes
  • The identification of priorities for improvement.

Copying, Selling, or Harming videos-

  • We recommend that you do not share videos with your friends, as they may try to damage the videos, which will ultimately get you into trouble.
  • Hacking or causing harm to the videos in any way is a PUNISHABLE offense. You may only watch the videos for as long as they are still valid.
  • All of the videos are COPYRIGHTED.
  • Do not attempt to record the lectures in any other way. If you are caught unlawfully SELLING the lectures in full or in part, you will be forced to pay a large sum of money as compensation and face a slew of other legal consequences.

PS: Please contact us at +91-8094078781 or drop a mail at / if you notice any unlawful activity taking place in the name of Quality Hub India.

Format, Pdf, E-books, Templates availability:

All supporting format, Pdf, E-books, Templates as per the course requirement and within the scope, has been uploaded in the portal in the course section and downloadable.

No additional documents, formats, templates, etc shall be provided by QHI.

Policy on Cancellation and Refunds

  • The course to which you have subscribed cannot be replaced with another course.
  • It is not possible to cancel a course once it has been purchased.
  • There are no refunds for fees.
  • Courses are not transferrable.
  • Course Extension is possible. (How to seek a course extension, details are listed below)

For Technical Support-

Contact us at +91-8094078781 / 8824314500 or drop a mail at /

*Prices may change at any time without prior notice.


  • STEP 1 - Select the validity period for a course extension.
  • STEP 2 - Pay and Share screenshot on Mail:


You can also pay by scanning a QR code. Kindly share screenshot on mail at with full details after payment (Name, Email id, Contact No. and Course Name)

Course Curriculum

Welcome and Study Instruction
Intro to Quality HUB India
Course Instructions & Study Guidelines(English)
Mr. Aryan Viswakarma (Founder CEO QHI & NAPL) Introduction (English)
QHI Awards and Recognitions (English)
Introduction to Lean Manufacturing
(P1)Introduction to Lean MFG
(P2.1) Ford Mass Mfg and Toyota Production System (English)
(P2.2) World Class Manufacturing
(P3.1) Science of Lean Mfg - Introduction
(P3.2) What is Lean Management?
(P3.3)What is Process? and Lean Mfg details
(P4)Why to implement Lean Manufacturing? and Purpose of Lean Manufacturing (English)
(P5) Lean Model Components and Tools (English)
Introduction to Top 20 Lean Tools
Introduction to Top 10 Lean Tools (English)
(P2) Lean Tools #11 to 20 and Benefits (English)
5S -Work Place Management System
5S(P1)- Introduction and 1S (English)
(P2) 5S-2S Set In Order (English)
(P3)5S- 3S and 4S (English)
(P4)5S-Sustain and Benefits of 5S(English)
Kaizen- Continual Improvement System
What is Kaizen? What is MUDA and Types of MUDA (English)
7 Types of MUDA or Waste (TIMWOOD)-(English)
MUDA Types (4-7)
Kaizen Job Function-
3M System of Lean- Introduction and 7 Deadly Waste (MUDA)(English)
3M - MURA the Waste of Unevenness (English)
Single Minute Exchange of Dies (SMED)
SMED- Intro, Benefits and Types of Waste (English)
SMED- Action to reduce setup time (English)
SMED -04 Stages of Improvement (English)
SMED-Improvement Example (English)
SMED-Common Problem and Solutions(English)
SMED Manifold and Cart Example
Mistake Proofing or POKAYOKE
POKAYOKE - What is Mistake Proofing? (English)
Category of Poka-yoke (English)
Poka-yoke Examples -General and Industrial (English)
Andon System
(P1.1)What is Andon System (English)
(P1.2) History and Benefits of Andon System (English)
(P1.3)Types of Andon (English)
Visual Management
(P1.1)Introduction and Background of Visual Management (English)
(P1.2)Why Visual Management (English)
(P1.3)Purpose of Visual Management-V1
(P2.1)Visual Management- Types and Examples (English)
(P2.2)Colour Coding Visuals and Why Visual Management Fails? (English)
Value Stream Mapping (VSM)
(P1.1)VSM - Introduction to VSM and Perfect Process (English)
(P1.2)VSM - How to maximize value & customer demand (English)
(P2.1)VSM - Why & How to use VSM (English)
(P2.2)VSM -Step 1 and 2 (English)
(P3.1) VSM-Step3 creating VSM and Process Cycle Efficiency (PCE)- English
(P3.2) VSM-Analyzing the VSM and Projects (English)
Just In Time (JIT) System
JIT - Definition and Main Elements of JIT (English)
(P2) JIT- The Problem Manufacturing
(P3)JIT Case Study- Process Steps
(P4)JIT Implementation
(P5) JIT Background
Time Study Analysis
(P1.1)Time Study Analysisand Purpose of Time Study
(P1.2)Time Study Analysis
(P2) How to do Time study, Formats and Basic Principles
(P3) Time Study- Basic Principles of Ergonomics
Standardised Work
(P1)Sec-01- Standardised work-Role of a Leader (English)
(P2) Standardised Work- Cost Reduction Principle, Trends (English)
(P3) Standardised Work- TPS Pillar Chart (English)
(P4) Sec-02-Benefits & Subjects for Standardisation (English)
(P5) Standardised work-Important Formats (English)
(P6)Work Elements & Analysis for Standardised Work (English)
(P7)Sec-03-Ideal conditions for Standardised Work (English)
(P8) Standardised Work (Process Capacity Sheet) English
(P9) Standardised Work Combination Table (English)
(P10) Standardised Work Chart (English)
(P11) Methods to Increase Production, Types of Waste etc. (English)
Single Piece Flow (SPF)
(P1)Single Piece Flow in Lean Manufacturing-English
(P2)Single Piece Flow in Lean Manufacturing- One Piece Production: Comparison
(P3)Single Piece Flow in Lean Manufacturing-Batch Production vs Flow Processing
Total Productive Maintenance (TPM)
(P1)Introduction and Benefits of TPM(English)
(P2)TPM Pillar and Pillar 1 (Jisu Hozen) and Pillar 2(Kobetsu KAIZEN) (English)
(P3) Pillar 3 (Planned Maintenance) (English)
(P4) Pillar 4 (Quality Maintenance) (English)
(P5) TPM Pillar 5(Education and Training) and Pillar 6 (Initial Flow Control) (English)
(P6) TPM Pillar 7 (Office TPM) English
(P7) TPM Pillar-8 (Health, Safety and Environment) English
TPM Implementation Steps
(P1) TPM Implementation Plan and Steps (English)
(P2) TPM Implementation Steps (Elaboration) (English)
Toyota Production System (TPS)
TPS Structure (Short Version)- English
History of Toyota English
Overall Equipment Effectiveness (OEE)
(P1.1)Intro to OEE and requirement of QMS (English)-03.01.22
(P1.2)OEE 3 critical factors (English)
(P1.3)OEE - Critical Factors Formula (English)-04.01.22
(P2) OEE- Calculating Losses (English)
(P3.1)OEE Calculation Samples (English)
(P3.2) OEE Improvement and Display (English)
(P4)What is loss and 6 types of key losses in OEE (English)
(P5) Major Losses Impacting OEE(English)
'KANBAN' Management System
(P1) KANBAN-14.12.21
(P2.1)kanban Type and How they works. Type 1 and 2 (English)
(P2.2)kanban Type and How they works. Type 3 to 6 (English)
(P3.1)Kanban-Visual Management
(P3.2)How kanban works & 3 Types of Withdrawal Kanban (English)
(P4.1)Customer kanban card signal Flow (English)
(P4.2)Move Kanban Card
(P4.3) Production Kanban
(P5.1) Flow of Kanban Signal (English)
(P5.2)Steps to implement Kanban (English)
Milk Run Concept
(P1)Milk Run-Intro, History and Procedure (English)
(P2)Difference in Milk Run and Kanban (English)
(P3)Examples of Milk Run Implementation(English)
Heijunka - Line Balancing
(P1.1) Introduction to Heijunka (English)
(P1.2)Heijunka in Toyota Production System(English)
(P2) Heijunka- 03 Tools to Prevent Overproduction (English)
(P3)Why implement Heijunka? (English)
(P4) Steps for Implementation Heijunka (English)
Line Design (Product Handling Ideas)
(P1)Line Design Guideline (Product Handling Idea # 1 and 2) English
(P2) Product Handling Idea 3 to 5 (English)
(P3) Product Handling Idea 6 to 9 (English)
Gemba Walk Process
(P1.1)Intro and Key concept in Gemba Walk (English)
(P1.2)8 Steps in Gemba Walk (English)
(P2.1)What to look for during Gemba Walk (English)
(P2.2) Tools to be used and questions-Gemba Walk (English)
Cycle Time Reduction Method
(P1) Cycle Time Reduction- Intro and Its Importance (English)-19.12.21
(P2) Common Methods for Cycle Time Reduction (English)
(P3) Case Study-Cycle Time Reduction (English)
Obeya System
(P1) Basics of Obeya and Toyota Management System (English)
(P2.1)Obeya- Toyota Management System Tools (English)
(P2.2)Obeya- Role of Managers (English)
(P2.3) Obeya Big Project Room Layout (English)
(P3.1) Obeya Basics (English)
(P3.2)Obeya Leader and Member Role (English)
Theory of Constraints(TOC) (Drum-Buffer-Rope Technique) English
Stop the Line Concept
(P1) Stop the line Concept- Introduction (English)
(P2) Stop the Line Concept Benefits (English)
Basic 7 Quality Control Tools
(P1.1)Introduction to PST and Cause-Efect Diagram (English)
(P2)Flow Chart (English)
(P3)Histogram (English)
(P4)Pareto Diagram or Pareto Chart (English)
(P5)Control Chart (English)
(P6)Scatter Plot (English)
Important Concept and Support Lean Tools
JIDOKA or Autonomation- How it Works?(English)
Value Added(VA) and Non-Value Added (NVA) Analysis (English)
TAKT Time VS Cycle Time VS Lead Time VS Throughput Time – Difference explained with example (English)
3K Technique -Importance of Standardization (English)
Toyota Way–‘The 14 Principles of the Toyota Way’
5G Technique of Problem Solving (English)
Lean Implementation Steps
Roadmap for Lean Implementation(English)
Lean Implementation Steps (1 - 5) English
Lean Steps (P3)
Lean Steps (P4)
Employee Motivation and Relevant Theory
Motivational Technique and Fredrick Taylor Concept (English)
Hawthorne Study (English)
Maslow's Law of Hierarchy (English)
Mc Gregor Theory X and Theory Y (English)
Lean SMED Case Study (1000T Press)
Lean SMED (P1)
(P2)Lean-SMED Case Study(1000T Press) (English)
(P3)SMED Case Study(1000T Press) (English)
Lean Case Study #02: Nagare Improvement
Nagare case study (P1)
Nagare Case Study (P2)
Nagare case Study (P3)
Lean Expert - Practice Test
Toyota Production System(TPS) Handbook
Lean Manufacturing - A Plant Floor Guide
Lean Practicener's Field Book
Lean - Primer
The Basics of Lean and Clean [Compatibility Mode]
E-Book: Seeing the whole - mapping the extend value stream
Recommended Next Courses for Career Growth:
Confirmation for Final Test
Confirmation for Final Test
Registration Form

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