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Lean Management for Business Processes

Reduce delivery time, increase productivity and service quality levels, with the same people and less stress

Key benefits

Implement methods to stabilize, speed up and assure quality of processes

Identify and break interdepartmental constraints to ensure team work

Visualize and measure the process’s main opportunities

This program address the factors to get you out of the improvement trap

Most companies embarking on a lean journey soon become frustrated with improvement events and isolated projects that yield great short-term results but have no sustainability and no major innovation.

They are searching for something more: the culture that goes beyond “just managing” continuous improvement.

Align & deploy actions across the organization to achieve your objectives

Participants will split into teams to perform activities in the shop floor and present their observations

Practical Learning
Practical Learning

Learn the concepts from Toyota examples, group exercises and trainer’s experience

Group Discussion
Group Discussion

Share experiences with managers from different industries and background

Shop Floor Exercises
Shop Floor Exercises

The training is hosted by a factory, with activities direct in the process area

TRAINING DETAILS

Dates: 9-11 July

Location: Salonta, Romania

LanguageEnglish

Who should attend?

Leaders who wants to understand how to go beyond tools and create effective management systems  in order to increase performance and creating a sustainable lean culture.

Why to participate:

  • Learn how to set up the framework for daily management system to engage every level of management and team members towards driving business results

  • Learn by doing: Alignment of the organization’s goals and activities both vertically and horizontally to drive the desire behaviors.

DMDS DEPLOYMENT MODEL
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Lean Principles
  • Origins of the Lean System (TPS)
  • Lean Thinking objectives
  • Lean at Transactional Environments
  • Lean System vs. Traditional System
  • Challenges in the Transactional Areas
  • The 8 Wastes at the Office
  • Definition of Value at Transactional Work

Module Activities/Exercises

  • Value Classification (VA, NVA, BVA)
  • 8 Wastes Walk
Transactional Process Indicators
  • Process time, Lead Time , VAT
  • Set ups, batch size & Fiability
  • Inventory (Work  in Process or in Queue)
  • Accurate & Complete Info (%A&C).
  • Information Technologies Used
  • People  Involved in the Process
Value Stream Mapping for Transactional Processes
  • Document Information & customer requirements
  • Identify Main Process es (In order).
  • Select process indicators
  • Walk the Value stream & draft main processes
  • Identify how work is prioritized
  • Calculate Value stream Metrics

Module Activities/Exercises

  • Value Stream Case Mapple Inc.
  • Value Stream Case Borgis Corp
Stability & Flexibility for Processes
  • 5S & Visual Management
  • Standard Work System
  • Pull Systems
  • Continuous Flow Approaches
Value Stream Improvement

Training Agenda:

  • Value Stream Analysis & Proposal
  • Consensus & Commitment in Action Plan
  • Value Stream Mapping Future State
  • Basic Problem Solving – PDCA Cycle
Lean sustainability
  • KPI establishment
  • Daily Management
  • Cultural Enablers
  • Lean Thinking vs. The Toyota Way

Follow up Application: Explanation of the Post training activities

WHO SHOULD ATTEND?

Recommended Industries

Manufacturing (Automotive, Food, Plastics, Electronics…), & Services ( Banking, IT & Project based companies).

Senior Leadership, Functional Managers( HR, Finance, Sales..), Project Managers, Operations Managers, Lean Practitioners,

Who should attend?

TRAINING DETAILS

Training Length:

16 Hours (2 Sessions) – English

Available seats

12 participants per training

OUTLINE

Objective

Show the Lean principles applied to the functional & business (transactional)  processes, where “what” is being processed is information or people, and the interdepartmental relations in order to improve office and administrative processes trough the waste elimination, reducing service time (speed) and improving productivity (flexibility) and service quality level (customer satisfaction).

Workshop style:

  • Practical exercises & cases resolution
  • Successful real life examples for processes improvement
  • Value stream Maps from different Transactional Areas
  • Follow up options (free of cost) after training
BENEFITS

HOW PARTICIPANTS RATE THIS TRAINING

Quality of the Information provided
98%
Applicable to my Company
96%
Active & Dynamic
90%
Instructor's ability to clarify & transfer knowledge
99%

TRAINING AGENDA: BODY OF KNOWLEDGE

Host Plant: Inteva Products

Inteva Products Salonta Plant produces latches, window regulators and mechanical cables for several world class automakers. Salonta site has being in the lean journey for several years, achieving tangible benefits in performance, developing the teamwork to solve any kind of issue and continuously learning.

Inteva Products

Committed to the highest standard for quality, Inteva meets all customer requirements and expectations. The company is focused on total commitment toward the continuous improvement of products and processes. Inteva employs over 15,000 team members in 18 countries. Inteva World Headquarters is in Troy, Michigan.

Inteva Products Salonta Plant produces latches, window regulators and mechanical cables for several world class automakers. Salonta site has being in the lean journey for several years, achieving tangible benefits in performance, developing the teamwork to solve any kind of issue and continuously learning.

Products

Our product lines include Closure Systems, Interior Systems, Motors & Electronics and Roof Systems, and we have more than 90 customers, including virtually all of the world’s leading global and regional automakers.

product-lines
Plant Location
Locations
inteva-locations

Instructed by seasoned Lean Coaches

edgar-circle-profile-picture

Edgar Cardenas

Lean Advisor & Coach – Europe Operations Director

Edgar has worked the last years in countries like Romania, Hungary, Russia, Mexico, Colombia, Spain and  USA…, providing support to companies on their improvement journey based on developing teams to improve the quality of people & processes, in several industries including: Automotive, Electronics manufacturing, Food & Beverages, Plastics, Shared Service Centers, logistic services, among others.

Trajectory Highlights - Expand Biography

He recently provide support to companies like Bosch, Hino Motors, Mercedes Benz, Kimball, Zebra technologies, Takata, Inteva Products, Dawn Foods, BOA, Mars, Rubbermaid, Faist Group, Emerson, Exide, Harsha Engineers, Steelcase..

  • Lean for Business Processes corporate trainer for several companies

  • Operational Excellence speaker at several international Lean Conferences & Summits.

  • He has developed in Lean Management over 1000 managers & leaders

  • Certified as Lean Practitioner & Six Sigma´s Black Belt by the IIE, Atlanta , Georgia.

  • Edgar has received direct coaching and professional development from renowned leaders like:, Ritsuo Shingo (Former  Toyota President ), PhD. Jeffrey Liker (The Toyota Way), Gary Convis (Former VP at Toyota N.A. )

Align and engage all the company levels to go beyond the “typical” Lean implementation

9-11 July, In-field Training at Inteva Salonta 

After training attendants will be able to:

  • Clearly identify what adds value & what is waste from the perspective from the different customers
  • Develop Lean System for reliable and flexible processes
  • provide guidance in the first steps for a Lean Journey
  • How to assure and achieve certainty of the service levels for every process
  • Identify & Break interdepartmental constraint with fundaments to enable real team working

Daily Management Development System

Where can we implement Lean management?

Major benefits are observed in operations with a high interaction of people/functions, technology, culture, procedures and policies.

Product Development Process

Companies which rely in constantly delivering  new and innovative product/services to their customers, require a high performance process, the lack of a common objective and a poor interaction between different functions and people (customer, sales, marketing, engineering, finance, operations, contractors and more) are the main contributors to end with a slow reaction to the customer or market,  deliver with low quality and  high development costs, ending with a scarce conversation rate of successful launchings or new contracts.

Aligning  priorities and enhancing communication improves the information flow, developing standards of work and a pull managed work system, with a  quality at the sources method (not letting pass any problem to the next step), enables an accurate and timely development cycle, improving at the end the rate of success.

Project Management Companies

In project based environments, the alignment of priorities and communication is critical to deliver projects on time, with the desired functionality (quality), and under budget.

This can be done implementing Lean management systems where we organize our team to perform the work according standard priorities and improving communication (daily management system) across the entire process, this management structures helps to react to daily arriving issues and changes. Developing a robust and simple process management ensures stability and reliability, that means we can offer to our customers a consistent delivery time, within cost and in quality.

Companies from IT, Construction, and any other service delivery company can benefit from this approach.

The Supply Chain – Order To Cash Cycle

Lean can be implemented not only in operative processes but in the functional processes that support the delivery of the value, regardless if it’s a product or service, the operations of valued added required processes that enable them.

From the communication with the customers, the sourcing  of the raw material, the internal planning and scheduling, the manufacturing itself, the delivery of the product, the invoicing and the accounts payables until  the payment is received, all this process can be improving with the Lean point of view.

Saving important days in cash flow for the company and increasing the flexibility to be able to respond faster to the customers.

Customer Service Centers (Help Desk & Call Centers)

The main objective of a customer service office like a call center or help desk, is to provide a fast and accurate response to its customers, the random arrival of different types of customers and the wide range of inquires/topics to resolve, tend to create unstable processes and inconsistent quality and delivery time, ending with upset customers and a lack of credibility in the service center.

Lean management systems provide consistency on the performance, giving stability to the processes, through developing people and establishing management practices, we will bring the problems to the surface in order to improve them.

Visual management, pull systems, standard work, quality at the sources, cross training, among other Lean concepts are implemented.

Develop your people to improve your processes

Develop your people to improve your processes

A critical point of Lean Strategies is the development of the associates at all levels in order to create value to their processes and establish a self sustaining continuous improvement culture.

Astonishing Productivity Improvement

Astonishing Productivity Improvement

Average improvements resulting from Lean Office Projects deliver:

Lead Time Reduction= +80%
Quality Improvement= 120%
Cost Reduction= 20%
Customer Satisfaction Index= above 90%

Systemic Approach for Improvement

Systemic Approach for Improvement

With Value Stream Mapping, you can identify systematically the sources of waste from your entire value stream, guiding strategically your improvement efforts.

Receive in your email the brochure with all details

Contact Us

Let us know your questions, our team will contact you briefly.

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