Our Mission: Empower your teams to continue developing tools appropriate to their context
In an ever-changing world, continuous improvement is more than just a method; it's above all a state of mind.
The implementation of a continuous improvement approach is driven upstream by management, but must be extended to all levels, which often requires a rethinking of organizations.
Managers need to trust their teams even more, and lose the illusion of total control over what happens; employees need to take the initiative without necessarily waiting for orders from the hierarchy. Everyone in their own role must become autonomous.
It's a progressive approach based on simple, realistic actions that cost the company little in terms of effort or resources. This more hands-on approach complements investment projects, which require longer, more costly procedures.
Involving executives and managers
For managers, the important thing is to give meaning to action (create a shared vision). First of all, they need to create the conditions (e.g., the right to make mistakes to encourage initiative) to enable progress initiatives to work, provide the means (time and resources) and organize training courses, and set achievable medium-term objectives.
Strong team cohesion (seminars, team building, etc.) will guarantee good cooperation in the field. Projects go through phases of doubt and turbulence. Exemplary leadership is also a key factor in the long-term success of organizations.
For local managers, the most important thing is to adopt the right posture and perform the right management actions on a day-to-day basis: define operating rules wisely, and set standards.
Lean as a performance driver
Trained and certified(Green Belt and Black Belt), we support organizations in deploying continuous improvement to satisfy their customers.
We offer comprehensive expertise, and implement a deployment approachbased on the transfer of expertise through consultingconsulting trainingtraining, form'actioncoaching as well asfield site animation, enabling you to understand the principles of continuous improvement through concrete applications.
Lean Management and Lean Six Sigma:
The Lean Six Sigma (LSS) methodology brings together the best of Lean and Six Sigma, two methods designed to improve a company's operational performance.
On the one hand, Lean will focus on eliminating waste throughout the manufacturing process, while Six Sigma will reduce the risk of product variations, thus optimizing processes, notably by reducing waiting and working times.
Deployed in project mode, the Lean Six Sigma methodology follows the 5 steps of DMAIC (Define, Measure, Analyze, Improve, Control), thereby improving customer satisfaction (in terms of quality, lead times and costs) and boosting the company's operational and financial performance (increased profits and reduced costs).
The aim of our experts is to give you all the maps you need for your continuous improvement approach, using a range of tools and methods such as process mapping, VSM (Value Stream Map), VA-NVA (Value Added and Non-Value Added) analysis, lead time measurement, control charts and process aptitude (Cp, Cpk, Pp,Ppk, etc.).
Participative Visual Management
In an increasingly competitive world, transforming organizations to make them more efficient has become a key factor in differentiating performance. This is why management, an essential lever for the smooth running of a company, must constantly adapt to its environment.
As part of Lean and Agile practices, participative visual management uses visual communication to :
- Enable everyone to see in real time whether the situation is normal or not, so that they can make decisions and correct the situation.
- A global vision of the project
- Facilitating exchanges
- Involving employees
It's based on simple means: colors, manual displays, signs, photos, etc., and brings a friendly, even playful, aspect that improves the working atmosphere.
Thanks to their experience, our teams will help you develop tools to implement a participative visual management such as SQCDP indicators, A3 problem solving, value stream mapping, versatility grids, work area organization (5S), work schedules (Kanban), continuous improvement charts, etc.
"Coming together is a beginning, staying together is progress, working together is success" Henri FORD
Results ...
The company manufactures equipment for hospitals. It is subject to frequent changes in delivery dates by customers, due to the progress of work by other suppliers. Tensions are high between the commercial, logistics and industrial sectors. A daily meeting with the operational staff is held in front of a jointly-constructed table. Here is the feedback from the quality manager:
"I've been taking part in the program since it was launched, and I can confirm that it got off to a very good start and is proving very useful. The participants are unanimous in seeing a real interest in it, which is quite positive. There are also some good reflexes: the meeting starts on time, participants let us know if they won't be coming along exceptionally, and meetings are kept short. And, above all, this has restored fluidity to the relationship between Sales and Engineering (BE and Ordo), which is beneficial to the order process. Other subjects will probably be added gradually, to be seen.
Improvement projects
5 days to enable a team to experiment with the principles of continuous improvement (Lean). After 1 day's training, the team puts into practice the tools and rules learned to analyze the main dysfunctions and find quick solutions to implement.
Proposals are made to management and implemented directly. At the end of the project, the results are presented to management.
A good way to launch your company's Lean transformation and spread its principles.
Problem solving
Targeting the root causes of a problem has more impact and benefits for the company than a simple fire-fighting approach. The principles and tools of problem-solving are well known: for lasting results, it is necessary to create a problem-solving culture. Thanks to a structured approach developed by Axsens bte, based on our collaborative tool ProWhy, developed in partnership with ENI Tarbes, we can help you set up a problem-solving process in line with a continuous improvement approach, facilitating the exchange and capitalization of information and the search for root causes to prevent recurrence.
