Coaching & practical trainings

• Module 1/3: Iean Introduction & Process Optimisation
• Module 2/3: 'Man' in a Lean organisation & Operational Excellence
• Module 3/3: Kaizen
• Lean in 1 day.

Operational Excellence 

Based on the implementation of Operational Excellence in a wide diversity of organisations, circumstances, and types of teams, we can now rely on a ‘Best Practices’ roadmap.  It saves a lot of time and effort, and nips numerous project risks in the butt.

Following high-level phases can be discerned:

1. Together with the stakeholders we lay down the foundations of the project. We have a baseline ‘Product Breakdown Structure’ to start from, thus saving a lot of time.
2. The team’s functioning, work distribution, work processes, interdependencies between tasks and activities, how progress is being monitored, their communication-structure, the group dynamics, polyvalence, main issues they face today, backlogs, delays, etc. are all analysed. Pragmatically, yet most revealing. Concerning KPI’s; what are they – what do they show – are they easy to interpret, unambiguous, clear, and how are they actually being used?
3. Future State. Identifying the improvement opportunities, and carefully assessing their respective feasibilities, we then define the To-Be situation, or in other words the Future State.
4. Planning the implementation. Which deliverables to implement, how to do this, in which sequence, and all intermediary steps to take. With this knowledge, we identify who is to do what, and based on their availabilities, we can form a realistic planning.
5. Transfer from project-mode to operational modus. When; when all project deliverables are in place, and, sufficient Lean knowledge remains in the team. Ensure sustainability!

Communication is a key success factor, both during our project, and thereafter during day-to-day work. So we aim to install a structural and systematic communication structure rendering transfer of information hyper effective and efficient. We call them White Board sessions, whereby the whole team, at an appropriate frequency, and supported with clear visuals, interactively cover everything worthwhile to communicate on. We can rely on a pragmatic, yet effective approach to setup white board sessions, saving time and effort. This approach has proven time and time again it yields a white board that meets the respective team’s requirements, and is Fit For Purpose.

Comment: We always start out in tandem formation: your people and our consultant. In the first stages the consultant takes the lead and gradually over time (as the project progresses) your people take over the lead in incremental steps.  Every project has an end. Lean does not. Lean knowledge, therefore, must be passed on to your people. Our consultant does this continuously, with pleasure because he is passionate about Lean, and managing projects to implement Lean.