LEAN Seminars

A holistic implementation of LEAN requires comprehensive understanding of LEAN. We therefore offer day seminars on various LEAN topics, either for individuals or tailor-made for your company. Of course all seminars can also be held on your company’s premises. Please contact us for more information or to book a seminar.

Possible topics

Introduction to the basics of LEAN-Management, incl. our Lego Simulation

After an introduction to the basic principles of LEAN, you will discover, by means of a simulation, the effects of LEAN activities on the production, the product and the companies success. After each simulation run, the results are analyzed regarding production and the financial impact on the company. Based on these results, further improvements are discussed, planned and implemented.

All LEAN activities and experiences from the simulation will also be discussed in respect to real-world productions and how they can be applied here, to give you useful advice for optimizing your own processes.

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More value added by establishing a basic order with value added management, standardization and visualization

During this seminar, you will have the opportunity to gain insights into theory and practice of 5S-related LEAN measures and principles. The 5S principle does not only build the basis for further LEAN activities and process optimizations in production and administration, it also allows for quick-wins itself.

How does a state of disorder develop? What are potential pitfalls? Which tips and tricks should be considered to master a successful and persistent 5S project?

In addition to the basic principle, participants will get useful insights and possible solutions to typical problems with the 5S implementation. Practical exercises and discussions will prepare you to implement the 5S principles on your own, making use of our experiences.

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Solve cyclic problems by using PDCA-Logic and systematic problem solving

«Problems are always a source of opportunities» True, but only with a systematic approach and a clear strategy. There is a wide range of techniques that, when used correctly, help to really understand the core of a problem and use problems as a chance for continuous improvement. These techniques are summarized as “toolbox for applied problem solving”.

In addition to the basic principles and different techniques of problem-solving, participants will learn to use the technique appropriate to the problem and will practice the use of systematic problem-solving in practical exercises.

This seminar gives theoretical and practical insights into the use of systematic problem-solving, that exceed the scope of related literature and allows you to profit from our experiences.

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Do you have the proper settings? Lean, stable and resistant processes with Design of Experiments (DoE)

Making processes more lean and synchronizing them has countless positive effects. But it also makes the production system less resistant to errors. Therefore, proactive measures for stabilization and perfection are required.

A common error is to “isolate” the effect of one parameter by optimizing one parameter at a time. Unfortunately, most parameters interact with each other and a simple one-parameter-at-a-time-optimization is not possible. But how can the optimum parameter be found without trying an infinite number of parameter combinations?

DoE is a very powerful tool to efficiently and systematically find the proper settings that allow for maximum efficiency and high stable quality while still providing a high resistance to external factors using statistical design of experiments.

In a practical simulation, the participants will also learn how to apply the DoE principle, what pitfalls to look out for and which tricks are useful to apply DoE at your production on your own.

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Identify bottlenecks and improve the flowrate – value stream analysis and value stream design

Processes grow with the company, often in an organic way. New upcoming requirements lead to changes in the specific process to meet new demands.

However, a periodic reflection of the processes and the layout is often missing. This leads to inefficient and unnecessarily complicated processes that are not consistent with their surroundings anymore. Especially changes like the implementation of a new ERP system, merger with other companies, growth, etc. can lead to erroneous or at least wasteful processes.

Value stream analysis is a tool to visualize processes and their key parameter in order to systematically identify wasteful parts and potentials for improvement. The next step is to design an improved/ideal process by using LEAN principles. This is called value stream design. Finally, an implementation plan has to be developed.

Participants will learn the theory of value stream analysis/design as well as the basics of important LEAN principles required for process improvement. Furthermore, practical examples will be discussed to build up competence regarding real-world processes and to let you profit from our experiences. Also, participants will be trained to share their knowledge within their company to make value stream analysis/design a common and well known tool for a continuous improvement in their company.

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Identify and optimize fields of actions with precise and transparent KPIs (OEE)

OEE is the crucial KPI of the TPM system (Total Productive Maintenance → Target: zero defects, zero unplanned downtime, zero waste by quality, zero injuries, etc.).

It’s not the maximum capacity utilization that matters, it’s the equipment availability. Because controlling your plants/equipment with the primary target of achieving maximum possible capacity utilization leads to push and all its related kinds of waste. Having a high availability lets you reliably produce whenever necessary, as required by a lean pull system.

You will understand OEE, its three components (availability, performance/productivity and quality), the relations between these components and how to interpret and use OEE in practical application. Furthermore, practical examples are discussed to achieve a thorough understanding of OEE and its great practical importance. This will enable you to identify and improve fields of action quickly.

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Too high or too variable changeover times? Changeover optimization using Single Minute Exchange of Die (SMED)

Often, a large amount of time, that could be used for production, is used for changeover/system setup instead. Single Minute Exchange of Die (SMED) therefore focuses on changeover time reduction.

SMED is a systematic approach to analyze each changeover process in detail while identifying general fields for improvement as well as process stages that can be either eliminated or transferred to the external changeover process, thereby not causing any downtime.

The seminar covers the theoretical background, the systematic approach to changeover time reduction and the practical application of SMED with several examples that allow the participants to practice the acquired knowledge and profit from our experiences.

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Do you know the Overall Equipment Effectiveness of your plants? Total Productive Maintenance (TPM)

Does maximum capacity utilization equal maximum profit? Short question, short answer: Only in theory!

Plants/Equipment usually do not work continuously and error-free. One solution would be to produce in stock or to have high amounts of inventory within the production process. This results in a pure push logic with all its kinds of waste (handling, degraded quality, floor space, etc.). A better way is to have a proactive, standardized and well organized maintenance system that enables you to produce whenever required, whatever required and a good and stable quality. Additionally reactive maintenance actions are reduced significantly. This system is called Total Productive Maintenance (TPM).

This seminar covers the theoretical background of TPM, its important relation to OEE and examples to understand and practice the implementation and continuous improvement of TPM.

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A simple and autonomous material- and manufacturing control? Use Kanban to control your production!

Ordering material demand-oriented is one of the main principles of LEAN. It reduces or eliminates waste throughout the entire production and has various further positive effects. The most crucial tool to achieve such a demand-oriented system is Kanban.

Participants will learn and understand the basic principles of Kanban, its advantages, disadvantages, limitations and alternatives, since not every production (or part of a production) is suitable for Kanban. Different realistic scenarios, based on value stream analysis, will be discussed in regard to the applicability and possible implementation of Kanban. Also, typical pitfalls, tips and tricks from our broad experience will be shown.

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Communicating the right things in the right way - The magic triangle of quality, costs and delivery performance (QCD) and Shopfloor Management

Leadership at the Shopfloor. Shopfloor management helps to focus on the important things, where value added is generated – the Shopfloor. The mentor-mentee relationship and the power of Socratic leadership help to establish a sophisticated process management to systematically and continuously achieve sustained improvements in processes and the entire production.

Participants will learn the principles of Shopfloor management, all five levels of Shopfloor management and how to use them as an interface between different levels of hierarchy and a tool for a cultural change of leadership. Practical exercises allow to practice the methods and learn to identify critical aspects in processes to implement LEAN measures more effectively.

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Do you have high inventories and a great number of product variants? Gain more flexibility with the Line-Back method.

Line-Back is a method for planning the production or assembly line from the inside out. The focus is on lead-time reductions from the supplier to the place of assembly considering the typical three control loops.

This seminar covers all important aspects of the method as well as further LEAN tools and methods that can be used in connection with line-back.

Targets of Line-Back:

  • High value added by eliminating waste, customizing the layout and optimizing material supply with small load carriers and a synchronized production/assembly.
  • Production with the focus on customer takt time, not on cycle time.
  • Implementation of a consistent (demand-oriented) pull system (e.g. with Kanban).
  • Reduction of inventory, floor space used, handling steps and forklift traffic by shortening the replenishment time and establishing a high frequency scheduled material supply.
  • High degree of standardization and intelligent shopfloor management.
  • High productivity and economic efficiency of assembly and internal logistics.

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There are other topics you would like to learn more about?

We will be happy to offer you further seminars and workshops around the topics of LEAN und tailor-made for your company. Contact us!

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Your Contact:

Thomas Schneider



+49 172 69 57 771