Lean Management is obtaining maximum performances from excellent processes run by “normal” people, when companies usually obtain normal performances from inadequate processes run by excellent specialists.

Lean Management was created when Taïchi Ohno, a Japanese Engineer from Toyota, improved step by step, over the years, the operational processes. His idea: maximize value for customers and for the company, develop skills and awareness of employees, standardize best practices to produce value with minimum effort, break silos to consider end to end processes. Continuous improvement and collaborative work are the engines for sustainable results.

Which processes are eligible? Lean applies to processes with flow, all along the value chain:

  • Operations: “Sales and Operations”, “Procurement to Pay”, Supply Chain, Production
  • Development through Lean Engineering: Research and advanced engineering, Project management and engineering resource management, Service providing
  • Marketing & Sales: Customer request for quotation, catalog and offer creation
  • Support Functions: “Finance to Control”, IT governance, build and run, HR training process, recruitment process, pay process.

Our Lean experts have been trained with American and Japanese Lean experts working closely with Toyota. Our experience is 10 years long with projects for major industrial companies, B2B or B2C, industrial affairs or mass market, on European and worldwide markets.

We deliver sustainable results while transferring autonomy and leadership to our clients. We develop their maturity on Lean Management System. We support Lean different applications: Manufacturing, Product or Service Development and Engineering, Support Functions, IT and Offices. We’ve notably designed, in partnership with Michael Kennedy, a coherent set of Lean Engineering tools and methodologies that remains unequaled today in Europe.

We propose an approach following four steps :

Apply Lean on-the-job and Train the Teams, as a Demonstration

Assess the Lean maturity of operational and managerial teams; evaluate the performance levels of processes; conduct short Kaizen events and in-depth DMAIC improvement projects; raise awareness and deliver on the job training; align management behaviors on Lean spirit.

Build a Lean Management System to deploy Lean as a Corporate Practice

Lean is FOR the people, BY the people. Build the 3 key elements of Lean Management System: vision and governance, community management, Company Lean standards; set the vision and the road book for managers to drive the change; propose and write operations and management standards; help organize the community and train the Lean Coaches as Green and Black Belts.

Provide Expertise in Lean Management and reach higher Levels of Performance

Provide expertise on specific or advanced Lean tools; extend Lean perimeter to new areas or processes; help maintain Lean competencies by coaching a new generation of Lean coaches on their improvement workshops.

Develop or Boost the Internal Consulting Branch with Expert Trainers

Internalize Lean support; recruit and train internal consultants and experts to support the fast and large deployment of Lean in the different business units; support internal effort and deliver expert resources; organize inter-company visits to benchmark practices; connect with international Lean experts.