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.

'Man' in a Lean organisation & Operational Excellence

In this second module, each of the 2 days has a specific focus. Day 1 is reserved for everything related to ‘men’ in a work organisation, while day 2 is entirely spent on leaning a team, to make the ‘acronym’ reality. Team then really stands for Together Effectively Achieving More.

Day 1: we have an in-depth look at ‘men’ in a lean environment, aiming at lasting improvements, implies a true understanding of Lean which is to be embedded within the workforce.

And we’ll lift some vales on how the human mind works: intrinsic motivation, thinking patterns & preferences, perception through the individual’s filters, etc.…

Our paradigm regarding sustainability is almost ridiculously simple – in principle, but the more and better one understands how day to day behaviour and actions define the atmosphere in a workplace, the easier it becomes to truly understand how important it is to guide everyone in the workforce throughout the entire journey to embed Lean. Many examples based on past experiences will shed light on what works, what doesn’t work, and why this is so.

Day 2 deals with ‘how’ to lean a team, from start to end. How to have a hyper-effective structural communication within a team (white board sessions), how to create healthy standardisation, how to boost a continuous improvement culture, how to install valuable KPI’s, etc.

Bottom-line how to tackle all types of waste one usually finds when ‘diagnosing’ the As-Is functioning  (or lack thereof) of the team.

Programme

1. Thinking preferences
2. Thinking processes
3. Coaching
4. Stimulating 'continuous improvement'
5. Tips: Training, sharing Best Practices
6. Feedback
7. Assigning tasks
8. Values and Norms
9. Guidance during a process improvement project
10. Transformation of As-Is to a Lean Team
1. Project Management of such a transformation (Product Breakdown Structure)
2. As-Is analyses – SIPOC
3. As-Is analyses – Task-and Process Mapping
4. As-Is analyses – Meeting cascades
5. As-Is analyses – Measurements Plan
6. As-Is analyses – Capacity Management
7. As-Is analyses – KPIs and WPIs
8. Determine To-Be
9. Introducing the To-Be for the team in a durable way & where Continuous Improvement is stimulated