CLT10 case studies
CLT10 · Put your knowledge to work in context.
The Certified Lean Leader (CLT10) credential is designed for professionals who lead Lean transformations-team leaders, continuous improvement managers, operations supervisors, and change agents-and want to demonstrate a practical command of Lean thinking beyond the tools. The exam samples eight domains weighted toward fundamentals, value stream mapping, waste elimination and kaizen, flow and pull, and quality at source, with smaller shares for standard work and 5S, leadership and culture, and metrics, A3 thinking, and hoshin planning. The CLT10 case studies are 5 cases and about 3,602 words.
1The Tool-First Transformation
Nordic Fastener, a 420-person tier-2 automotive supplier, launched its Lean journey after the CEO toured a benchmark plant. In six months the company deployed 5S in all departments, put in two-bin kanban for 1,800 SKUs, and installed andon cords on three assembly lines.
736 words, about 4 min2The Value Stream That Looks Efficient
Cascade Millwork makes custom commercial cabinetry in a 180,000 sq ft plant. A current-state value stream map for the most profitable product family shows: order processing 2 days; engineering 3 days; CNC 45 minutes cycle time, 85% uptime, 2,400 units WIP; edge banding 30 minutes, 70% uptime; assembly 4 hours, 3,200 units WIP; finishing 6 hours, 1,100 units WIP; shipping 1 day.
708 words, about 4 min3Kanban in a High-Mix, Low-Volume Line
Precision Interface assembles 420 active SKUs of industrial control modules in lot sizes of 25–200. Demand is lumpy: monthly volume is 18,000 units, but any given SKU may see zero orders for weeks and then a 600-unit spike.
709 words, about 4 min4The Andon That Nobody Pulls
At Meridian Stamping, a 24/7 press-welding line produces seat frames for two automotive customers. The line has an andon cord, but operators say pulling it triggers a supervisor visit and a 20-minute production meeting after the shift.
765 words, about 4 min5Hoshin With 27 Priorities
Helio Distribution operates five regional warehouses and has launched hoshin kanri for the first time. The executive team produced 27 annual objectives, including 'world-class safety,' '99.5% on-time delivery,' 'inventory turns of 12,' 'zero overtime,' 'automate 40% of picking,' and 'reduce cost per case by 8%.' Each function translated these into its own dashboard: operations tracks cases per labor hour, sales tracks revenue per order, finance tracks working capital, and customer service tracks first-contact resolution.
684 words, about 3 min