- Sparring about the Lean process strategy, desired goals and initiatives
- Screening and mapping of areas to define the initiatives with Lean
- Training the organisation at all levels in both tools and change
- Lean games and learning through hands-on exercises, where all senses are used
- Analysis of all the involved parties on the Lean journey
- Lean workshops on individual Lean Tools
- Sparring of managers and the organisation on the Lean journey
- Building visual boards
- KAIZEN process
The model shows how we typically approach an assignment. Usually, our first step is conducting a so-called value stream analysis, which is our primary analytical tool. The value stream analysis identifies interventions that we aim to follow up on via KPIs and stand-up meetings in order to monitor their progress. We also ensure that both the employees and managers of the organisation are ultimately equipped with the required skills to take over the Lean process and implement continuous improvements (see our training programme under Lean Academy).
Our method leads to great results for the organisation, both internally and externally. Internally, the organisation will typically experience higher employee satisfaction due to increased involvement and training, and externally, customers will typically experience the organisation as being more streamlined as a result of its shorter routes of communication, faster delivery and response times and the improved quality of its products and services.