Seminare - Lean = Learn · 6 MANAGEMENT AND LEADERSHIP TRAININGS Page 06–19 The results of Lean Transformation strongly depend on the com-mitment and performance of their leaders

ACADEMY PROGRAM

LEAN

LEARN=

2

The global and local market develops dynamically. Market volatility of most industries is higher than ever befo-

re. To achieve success tomorrow, it is essential to provide top performance to your customers as well as to your

own employees. Our mission is to keep you, your employees and your organization fit for top performance.

In cooperation with our BestPractice Partners – excellence companies in their industries, successful players in

international management as well as thought leaders of lean management – we are giving training in efficient,

practice and result-oriented way. Visit our trainings and congresses, take our tailor-made qualification pro-

grams, and learn useful experiences by exchanging ideas with others. Go for your “Lean-Tour” with a strong will

to change and achieve continuous improvement in your organization. Also, we are in the same approach with

you. We are developing and extending our academy program on digital platform. In addition, upon from 2017,

we provide a complete and modular training program to “Certified Lean Leader” for you.

Please visit us by the following link: www.staufen.ag/academy

The Staufen Academy provides:

Practice-oriented qualification for continuous learning and sustainable implementation

Seminars, Trainings, Coaching, Benchmarking

High quality certification per AZAV, ISO 9001, ISO 29990

Training programs with over 15 languages at more than 14 locations worldwide

More than 90 active trainers and over 60 international BestPractice Partners

More than 3.000 satisfied participants benefit from our program each year

Qualification for Top-Performance.

3

Table of Contents

Training topics by functions 4–5

Open Academy Program

MANAGEMENT AND LEADERSHIP TRAININGS 6–19

INCL. LEAN LEADER CERTIFICATION

EXPERT TRAININGS 20–31

LEAN EXPERTS AND LEAN TRAINERS 32–29

SIX SIGMA AND LEAN SIX SIGMA 30–31

TRAININGS FOR SPECIALISTS 32–42

Inhouse Trainings 43

E-Learning / Blended Learning 44

BestPractice Tours, Visits and Events 45

International Qualification 46–47

Page Lean / CIPProduction / Logistics / Process Planning

Research /Development Quality Purchasing Sales / Service

Administration(HR, IT, Finance ...)

BusinessDevelopment

8 Certification for Lean Leaders** New X X X X X X X

11 With Lean Management towards corporate excellence – RECARO Aircraft Seating live X X X X X X X X

11 Lean Enterprise – ABB live X X X X X X X X

12 Strategy development and corporate management as per Hoshin Kanri New X X X X X X X X

12 Value creation of the future – Experience Industry 4.0 – SEW-EURODRIVE live X X

13 Smart factory vs. dark factory – Industry 4.0 meets Lean – SEW-EURODRIVE | SFS live New X X

13 Leading and learning in the digital age – HARTING live New X X

14 The Hancho – BMW live X X X

14 Kata compact – BMW live X X X X X X X X

15 Leading the Lean Transformation to success – 1 day with Prof. Daniel T. Jones New X X X X X X X X

15 Shop Floor Management – HOLDER | LTLS | MAQUET | MTU Aero Engines | RECARO | SPÜHL | VOITH live X X X X X X X X

16 Excellent processes bychance in leadership and culture – MTU Friedrichshafen live X X X

16 Operational excellence and just-in-time in the electronics industry – Albrecht Jung live X X

17 Before Lean and after Lean – Living the transformation process – MAQUET live X X X

17 Lean Development for successfull development projects – Albrecht Jung | SEW-EURODRIVE live X X

18 Lean Order Fulfillment for efficient order process – Aerzener Maschinenfabrik live New X X X X X

18 Lean Sales Strategy for profitable growth New X X

19 Lean Service to build a successful service business – TRUMPF live New X X

19 Performance Management in Lean Enterprises – Accounting for Lean X X X X

Training topics by functions**

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20 Certification for Lean Experts and Lean Trainers X X X X X X X

24 I. Basic Training X X X X X X X

24 II. Lean Development – HOLDER live X X

25 II. Lean Manufacturing – SEW-EURODRIVE live X X

25 II. Lean Assembly for high volume production and short takt time – ELESTA | SEW-EURODRIVE live X X

26 II. Lean Assembly for low volume production and long takt time – HOLDER live X X

26 II. Lean Order Fulfillment – Methods for lean order processing – Aerzen live X X X X

27 II. Lean Administration – Practical and professional skills for lean experts in indirect areas X X X X X

27 II. Lean Purchasing – Methods for lean purchase X X

28 II. Lean Logistics – Practical and professional skills for lean logistics experts – BMW live X X X

28 II. Lean Construction – Methods and approaches – LINDNER live X X

29 II. Lean Service – Practical and professional skills for lean experts in customer service New X X

29 III. Advanced training – BILZ | HOLDER | SPÜHL live X X X X X X

30 Six Sigma and Lean Six Sigma Trainings New X X X X X X X

34 Quickstart Lean Management X X X X X X X

34 Kata intensive ** X X X X X X X

35 Lean Administration – ELESTA | SEW-EURODRIVE live X X X X X X

35 Increasing sales performance, reach growth targets, improve leadership activities – SPÜHL live X X X X

36 Variant management and complexity control X X X

36 Problem-solving methods and tools** X X X X X X X

37 A3 – Practical problem-solving according to Toyota – HOLDER live** X X X X

37 Value stream mapping & value stream design – ELESTA | SEW-EURODRIVE live** X X X

38 Value stream analysis 4.0 – PTW Training Factory live** New X X X X

38 Ideal supplier performance by applying lean supply chain management X X

39 Lean Logistics – ABB live X X

39 Lean Line Design – SEW-EURODRIVE live X X

40 Poka Yoke as quality tool for zero defects – SEW-EURODRIVE live X X X X

40 Heijunka – Levelling and smoothing of production X X

41 Sequential production in Chaku-Chaku lines – PTW Training Factory live** X X

41 Set-up time optimisation – SEW-EURODRIVE live X X

42 Chipping optimisation for higher productivity – SEW-EURODRIVE live X X

Page Lean / CIPProduction / Logistics / Process Planning

Research /Development Quality Purchasing Sales / Service

Administration(HR, IT, Finance ...)

BusinessDevelopment

8 Certification for Lean Leaders** New X X X X X X X

11 With Lean Management towards corporate excellence – RECARO Aircraft Seating live X X X X X X X X

11 Lean Enterprise – ABB live X X X X X X X X

12 Strategy development and corporate management as per Hoshin Kanri New X X X X X X X X

12 Value creation of the future – Experience Industry 4.0 – SEW-EURODRIVE live X X

13 Smart factory vs. dark factory – Industry 4.0 meets Lean – SEW-EURODRIVE | SFS live New X X

13 Leading and learning in the digital age – HARTING live New X X

14 The Hancho – BMW live X X X

14 Kata compact – BMW live X X X X X X X X

15 Leading the Lean Transformation to success – 1 day with Prof. Daniel T. Jones New X X X X X X X X

15 Shop Floor Management – HOLDER | LTLS | MAQUET | MTU Aero Engines | RECARO | SPÜHL | VOITH live X X X X X X X X

16 Excellent processes bychance in leadership and culture – MTU Friedrichshafen live X X X

16 Operational excellence and just-in-time in the electronics industry – Albrecht Jung live X X

17 Before Lean and after Lean – Living the transformation process – MAQUET live X X X

17 Lean Development for successfull development projects – Albrecht Jung | SEW-EURODRIVE live X X

18 Lean Order Fulfillment for efficient order process – Aerzener Maschinenfabrik live New X X X X X

18 Lean Sales Strategy for profitable growth New X X

19 Lean Service to build a successful service business – TRUMPF live New X X

19 Performance Management in Lean Enterprises – Accounting for Lean X X X X

20 Certification for Lean Experts and Lean Trainers X X X X X X X

24 I. Basic Training X X X X X X X

24 II. Lean Development – HOLDER live X X

25 II. Lean Manufacturing – SEW-EURODRIVE live X X

25 II. Lean Assembly for high volume production and short takt time – ELESTA | SEW-EURODRIVE live X X

26 II. Lean Assembly for low volume production and long takt time – HOLDER live X X

26 II. Lean Order Fulfillment – Methods for lean order processing – Aerzen live X X X X

27 II. Lean Administration – Practical and professional skills for lean experts in indirect areas X X X X X

27 II. Lean Purchasing – Methods for lean purchase X X

28 II. Lean Logistics – Practical and professional skills for lean logistics experts – BMW live X X X

28 II. Lean Construction – Methods and approaches – LINDNER live X X

29 II. Lean Service – Practical and professional skills for lean experts in customer service New X X

29 III. Advanced training – BILZ | HOLDER | SPÜHL live X X X X X X

30 Six Sigma and Lean Six Sigma Trainings New X X X X X X X

34 Quickstart Lean Management X X X X X X X

34 Kata intensive ** X X X X X X X

35 Lean Administration – ELESTA | SEW-EURODRIVE live X X X X X X

35 Increasing sales performance, reach growth targets, improve leadership activities – SPÜHL live X X X X

36 Variant management and complexity control X X X

36 Problem-solving methods and tools** X X X X X X X

37 A3 – Practical problem-solving according to Toyota – HOLDER live** X X X X

37 Value stream mapping & value stream design – ELESTA | SEW-EURODRIVE live** X X X

38 Value stream analysis 4.0 – PTW Training Factory live** New X X X X

38 Ideal supplier performance by applying lean supply chain management X X

39 Lean Logistics – ABB live X X

39 Lean Line Design – SEW-EURODRIVE live X X

40 Poka Yoke as quality tool for zero defects – SEW-EURODRIVE live X X X X

40 Heijunka – Levelling and smoothing of production X X

41 Sequential production in Chaku-Chaku lines – PTW Training Factory live** X X

41 Set-up time optimisation – SEW-EURODRIVE live X X

42 Chipping optimisation for higher productivity – SEW-EURODRIVE live X X

6 MANAGEMENT AND LEADERSHIP TRAININGS

Page 06–19

The results of Lean Transformation strongly depend on the com-mitment and performance of their leaders. We will open you a door to new ideas by providing benchmark factory tours, intensi-ve exchanges with your management colleagues and hands-on speeches. Improve your lean competence and leadership perfor-mance by taking our practice-oriented and guaranteed effective training to “Certified Lean Leader”.

Effective leadership and the right strate-gies – Basis for your Lean success story

MANAGEMENT AND LEADERSHIPTRAININGS

MANAGEMENT AND LEADERSHIP TRAININGS 7


Training and Certification for Lean Leaders

I. CORE MODULES II. ELECTIVE MODULES III. EXAMINATION & EXPERIENCE REPORT

"The most important lesson is that lean transformations are only sustained by active lea-

dership from the top, where they are part of the core strategy of the organisation. Lean

leaders lead from the ground up, unblocking obstacles, setting the improvement direction

and developing continuous improvement everywhere. Leaders learn by helping others too

learn."

Prof. Daniel T. Jones,

Lean Leadership Expert, Author “The Machine That Changed the World“

Why developing Lean Leaders?

The role of a Lean Leader is essential for successful and sustainable introduction of lean

management in an organization. The Lean Leader guaranties the feasible implemen-

tation of lean processes by excellence leading (self and employee development), and

therefore is the pioneer to the top performance in his responsible area.

He changes the organization by …

… implementation of his operative and strategical management jobs

… leading through interaction with his employees

… purposive use of right management instruments and methods

as well as demand-oriented qualification of its employees as role of mentor.

Training structure

Lean Leadership Basics

2× 2 Days, 4 Credit Points

We provide courses at every hierarchical

level, in addition also different func-

tion and subject specific modules for

different topics. You must achieve 3-4

Credit Points (depends on whether 1

day or 2 days’ workshop you take for the

Shop Floor Management Training). You

have choices among Leading and Lean

Trainings, our BestPractice Tour “Lean

Leadership” and individual Coaching.

We recommend a combination of those

options.

At the end of training

program, you are supposed

to take an examination. In

addition, every participant

needs to write an expe-

rience report during the

training, referring to his

professional background.

Lean Leadership Advanced

2× 2 Days, 4 Credit Points

Shop Floor Management

1-2 Days, 1-2 Credit Points


I. CORE MODULES

Competence developmentFor the successful gradu-

ation of the entire training

program, you need:

13 Credit Points (≙ 13 Training

Days) within 24 months

1 experience report (near the

end of the training)

Pass the examination (at end

of the training)

ELECTIVE MODULE

ELECTIVE MODULE

SHOP FLOOR MANAGEMENT

LEAN LEADERSHIP ADVANCED

LEAN LEADERSHIP BASICS

II. Elective Modules

I. Core Modules

Leadership Competence

By choosing elective modules individually you have opportunities to emphasize your lean

and leading competence for further qualification.

Lean

Com

pete

nce

4 Credit Points

2× 2 Days

(Theory, Practical Exercise, Role Plays,

Discussion)

We recommend this course as the first

course for lean leadership training.

Program Content

Lean Transformation: Phases, action

areas, approach

Basis of lean leadership

Role of leaders in Lean Transformation

Change management and dealing with

resistance

Management and leading function in

lean context

Target / Learning Purpose

Recognize, estimate, and reflect your

own leadership behavior

Learn the relationship between

management functions and leadership

behavior

Improve your management

performance

Know the success factors and barriers

for sustainable Lean Transformation

Lean Leadership Basics

I. CORE MODULES


4 Credit Points

2 x 2 Days

(Theory, Practical Exercise, Role Plays, Discussion)

This course could only be booked after taking

the course “Lean Leadership Basics”

You could choose your suitable shop floor management

training from our existing training programs

(Please see page 15 for detail).


Program Content

Situational management and cooperative leadership style as a

basis for success

Relationship among value, attitudes, and behavior

The mentor mentee principle as the foundation of learning

organization

Leading by questioning / questioning techniques

The leading target as the basis for reflection and feedback

Success factors for leading in international environment

Introduction of “Blue Sky” methodology

Target / Learning Purpose

Leaders can play mentor role in certain situation

Give right feedback respectively and professionally

Improve reflection ability (for yourself and others)

Successful leading by questioning and using questioning

techniques in right situation

Lean Leadership Advanced

In elective module, you can choose (almost) any Management and

Leadership Training (pages 6 – 19), the BestPractice Tour “Lean

Leadership” (page 45), skill training “A3 Report” (page 37), “Kata

intensive” (page 34) and “Value Steam Analysis & Value Stream

Design” (page 37). You could also book 2 individual coaching days

instead, which contain 2 credits as well.

II. ELECTIVE MODULES

For more information about credit points and course focus

(weight between leadership competence and lean competence)

of each selective module see further program pages

FocusLeader-shipLean

You will get a discount of 300 € for booking “Lean Leadership Ba-

sics” together with “Lean Leadership Advanced”. Price for com-

plete booking without elective module “coaching” (13 training

days incl. examination and certification fees): 8.990 €. You save

up to 1.650 €. Price for complete booking with elective module

“coaching” (11 training days, 2 coaching days incl. examination

and certification fees): 10.990 €. You save up to 2460 €. You are

I. CORE MODULES

flexible to choose course schedule. In case you take more than

13 training / coaching days by choosing more courses in selec-

tive module, every further day costs 600 EUR for each. Discounts

could not be combined. All courses (except: “Lean Leadership Ad-

vance”) could also be booked individually.

Benefit from our special condition for combinational booking


Giving guidance, keeping direction and reaching the goalBestPractice companies not only implement functional optimisation (within departmental limits), but also

ensure efficient interdisciplinary cooperation across the entire company and beyond. They adapt lean prin-

ciples from the production process across the company and work on their consistent development. Com-

bine your corporate strategy with tried and tested Lean principles to succeed in the development of a lean

company. With RECARO Aircraft Seating get to know a company that continuously optimises its leadership

processes and its organisation with recognised methods and approaches, thus consistently pursuing the

path towards a Lean enterprise.

From traditional assembly line to Lean line productionMany manufacturing companies have implemented lean tools and methods and developed their own pro-

duction systems. Often, however, the goal of maximum quality and productivity is not achieved: imple-

mentation processes came to nothing, solutions did not fit together, and approaches were not consistently

pursued by management and / or the employees. Organisational innovations remained ‘on track‘. Lean

Enterprise Transformation along the entire value stream is often still weak. ABB adapts Lean from the

production throughout the company and consistently develops this further. Focus is on two elements: the

guiding principle and the resulting excellence principles. Using this focus it will be easier for you to establish

the characteristics of a lean company and explain all activities comprehensively and to concentrate them.

With Lean Management towards corporate excellence

Lean Enterprise

Program content

Corporate culture as part of the change process – the reasons behind the transformation into a Lean

Enterprise

The path towards a Lean Enterprise – how to bring the transformation to a successful conclusion

Lean principles on site – how to lay out the steps on the path towards a Lean Enterprise

Program content

Milestones on the way towards Lean Enterprise: transformation phases and tools

The idea of value stream and how to implement it to Lean Enterprise

Cross-functional teamwork of lean approaches in practice

Lean Enterprise live: logistics, project handling and production

Formulation of principles and operating instructions – first steps towards Lean Enterprise

RECAROAircraftSeating

live

Focus

Leader-shipLean

Focus

Leader-shipLean

ABB live

For this training, you will receive 1 Credit Point towards our training course to become a Certified Lean Leader (for details, please see pages 08-10)



Program content

Methods to set targets: Difference between Management by Objectives and Hoshin Kanri

Connection: Vision, goals, projects and success factors

Method: Development and cascading of goals

Mechanism: Tools and forms like x-matrix, action plan and bowling chart

Strategy development and corporate management as per Hoshin Kanri

Giving guidance, keeping direction, and reaching the goalA successful sailor knows how to use the wind and therefore reaches his destination. The compass leads

him the right direction. In the second half of the last century the Hoshin Kanri principle of development and

cascading of goals were created in Japan, with support from William Edwards Deming und Joseph M. Juran.

Meanwhile Peter Drucker developed his system of management by objectives. At first, it seems like both

concepts are similar but looking at it more closely, there are significant differences. Based on a company

vision, Hoshin Kanri defines breakthrough targets over a 3 to 5-year period and the resulting goals for the

following year. This process is aligned with the vertical and horizontal organizational structure. It ensures

that all involved parties along the value stream have the same goal. The cross functional view increases eve-

ryone’s understanding for the improved value stream. Apart from a uniform understanding of the current

situation and the goal, Hoshin Kanri also develops the overall values of all participants.

Intelligent working systems of the future in the SEW showcase factoryBenefit from innovational spirit and implementation expertise by means of efficient, versatile production

systems. Hereby you will undergo how to realize an expanding product variety economically and how to

handle rising complexity among the production process. A seamless linking of each manufacturing step

with the corresponding resources to an intelligent overall process allows to integrate support processes

efficiently and to support humans by equipment and information in an ideal way. This is not just the foun-

dation for more flexibility but reduces waste noticeably in the overall system at the same time.

Value creation of the future – Experience Industry 4.0

Program content

Challenges of tomorrow’s working environment: potentials and risks of social and technological

drivers for your company

Smart Automation – supporting humans instead of replacing them: how collaborative

working systems realize individual products flexibly and economically in lot size 1

Lean meets I 4.0: Chances of I 4.0 elements and how the Lean Management approach obtains

corresponding prerequisites

The SEW way: How a top performance company strikes towards the digital future

SEW-EURODRIVE

live

Leader-ship

Lean

Host:

Focus

For this training, you will receive 2 Credit Points towards our training course to become a Certified Lean Leader (for details, please see pages 08-10)


Program content

Basic principles of Industry 4.0 / Smart Factory

Practical examples for a successful implementation

Effects on business models and product development

Factory visit and analysis of gearbox manufacture with Lean and Smart Factory approaches live

Measures towards process optimisation and on-site implementation

Program content

From concept to culture – taking people on board right from the start

Excellence through consistency – from a traditional electrical engineering plant

to a lean technology company

HARlis Academy (HARTING learning and improvement system) – qualification and education

BestPractice examples across the entire value stream on site

Consistent application of Lean methods and principles – pull, flow assembly,

continuous change process, Shop Floor Management

The role of the manager in the change process

Smart factory vs. dark factory – Industry 4.0 meets Lean

Leading and learning in the digital age

Efficient processes, intelligent automatization, clever IT-solutionsMany manufacturing companies have already successfully implemented Lean methods. On the other hand,

there is a media hype about Industry 4.0 / Smart Factory. We take a backstage glimpse behind these buzz-

words and show the similarities and differences between the two approaches. However, there will also be a

focus on how a combination of both approaches can increase productivity further within the company. You

will learn about the stumbling blocks associated with the successful combination, the technologies that pro-

mise a speedy success, and find out that Industry 4.0 / Smart Factory encompasses far more than merely IT.

Compatibility of Lean Leadership and Digital LeadershipFrom a specialist in electrical engineering through lean development to a lean technology leader! HARTING

sets new standards in the areas of company-wide change dynamics across all hierarchical levels. Learn

about what stumbling blocks to expect during the implementation of a production system and how to deal

with them. Experience the "HARTING Spirit": a continuous movement ahead, constant improvement, every

day in every process, involving all employees.

Focus

SEW-EURODRIVE

or SFS live

HARTING live

Leader-

ship

Lean

Focus

Leader-shipLean




Program content

Theoretical principles of Kata and the role of the manager as mentor in the CIP

Presentation of the Kata initiative at BMW Landshut

Participation in live shop floor coaching

Theoretical principles of the psychology of learning as part of Kata

Open discussion and exchange of experiences with senior managers

Program content

The role of the Hancho in the Continuous Improvement Process (CIP)

The interplay between new working organisations, WPS production systems and shop floor management

From theory to practice: how the role of the Hancho at BMW Landshut is implemented

and practised successfully

Go&See, Discussion and exchange of experiences

The Hancho

Guarantor for process stability, high productivity and CIPIn the introduction of Lean Production systems, the focus is often solely on implementing methods and

tools that are subsequently maintained through Lean Experts or as the result of the cost pressure of

efficiency increasing Programs. If the Lean Philosophy is not firmly anchored within the leadership and

structure of the organisation, sustainability is generally very low. The CIP is only sporadically implemented

in projects. For daily work on sustainable solutions, it is necessary for the organisation to dedicate a spe-

cific change reserve: BMW decided to introduce a new organisational structure. In this organisation, the

foreman (‘Hancho’) acts between the supervisor, due to his wide control span, who cannot focus on the

details of standardised work, and the workers. His remit is to take control of the technical leadership of a

small team, regularly checking the adherence to standards, providing support during process disturbances

and the continous leading of structured problem solving processes. Learn about the tasks of the Hancho.

Understand why a 100% ’exempted’ foreman is worthwhile and find out about what must be considered in

the introduction.

BMWlive

Focus

Leader-ship

Lean

Improve leadership performance and live CIP by the implementation of KataGet a compact overview of Kata and its role within the context of Lean Management and its practical appli-

cation in leadership tasks. Many companies concluded that sustainability cannot be created by the intro-

duction of new methods alone. On the contrary, leadership performance with a focus on stable processes

and CIP is an essential success factor. With the implementation of Kata, BMW has taken a further step to

sustainably embed the existing value-creation oriented production system within the leadership organi-

sation. This way, the daily CIP in accordance with the mentor-mentee principle is ensured. Experience the

integration of Kata into the everyday leadership process and the mentor-mentee dialogue taking place on

site between foreman and supervisor or team leader.

Kata compact

BMWlive

Focus

Leader-ship

Lean




Program content

Shop Floor Management, on-site leadership, tools and attitudes

From implementation of individual tools to sustained top performance

Structured daily schedule, problem recognition, visualisation and standards

The manager in the role of the disciplined superior, coach, moderator and mentor

On-site process observation, factory tour, participation at morning meeting and quality meeting

Guided tour in manufacturing, assembly, information centre

The role of management in the Lean TransformationShop Floor Management (SFM) stands for improved leadership and organisation on the path to a Lean com-

pany. The methods and tools employed aim to improve the interaction between managers and employees,

with managers themselves promoting the problem solving and improvement process. Transparent visualisa-

tion, comprehensibility and manageability play a key role in SFM. Early identification of a need for action and

speedy problem solving can be achieved on a daily basis with a minimum of effort. If your company is under-

going ‘Lean Transformation’, then you should learn about shop floor Management and implement it! This is

an opportunity for you to learn about the new requirements placed on managers and the empowerment of

employees, as well as discussing these topics with managers with practical experience and also Lean experts.


Program content

The evolution of lean & Toyota's lean strategy

Group Work:

Topic 1: What is lean strategy? What is the business case for lean?

Topic 2: What is lean thinking for leaders? From problem finding to problem solving.

Topic 3: What does respect for people mean? What is the role of line management & teams?

Toyota Production System as a learning system

Group Work:

Topic 4: Are we creating reusable learning or reusable knowledge? How to use Gemba walks?

Topic 5: Embodying learning from users and production into next generation products?

Topic 6: Evaluation and implications – the gap between now and the desired future

Summarizing the key lessons for Lean Leaders

Leading the Lean Transformation to success – 1 day with Prof. Daniel T. Jones

Leading a sustained Lean TransformationLean has to be led from the top if it is to be sustained, and yet there is still a lot of confusion about what this

means for leaders. This workshop will reflect on experiences to date and what it takes to turn learning at every

level into business results. What do leaders need to learn and how can they build the capabilities for dynamic

continuous improvement rather than optimization throughout the organization? The workshop will comprise

a series of structured discussions defining current challenges and the next steps each leader can take.

Focus

HINT: Prof. Daniel T. Jones will

speak in English. Every partici-

pant will receive one exemplary

of his new book: „Lean Strategy".

Ihr Gastgeber:

Leader-shipLean



Program content

Success factors for the lean implementation: design of production processes using lean methods

Kanban and pull principle, production supply (milkrun, warehouse & shipping logistics) and control

Professional distribution logistics with 24h delivery service

Plant tour and BestPractice live: production process before and after

Work system design and equipment construction

Leading the change process

Program content

BestPractice examples across the entire value stream: supplier integration, metal-cutting

manufacturing, electronics production, large engine assembly and logistics

Project 'Lean@MTU' as integrated MTU production system: introduction from scratch

How a company that aligns according to Lean operates and ‚lives‘ continuous improvement

Live participation in morning meeting and the cascade of regular communication

Shop Floor Management – more than smart key figure boards and periodic meetings

Excellent processes bychance in leadershipand culture

Transformation of a traditional machine manufacturer to Lean EnterpriseHave you heard the preconception that Lean only works for series producers, but not for the mechanical

and plant manufacturers who have small batch sizes and high complexity? We will prove the opposite!

MTU Friedrichshafen, a traditional German machine manufacturer, sets new standards in the areas of lean

production and entrepreneurial change dynamics, across all hierarchical levels. Hear about the success

factors and stumbling blocks in the implementation of a production system and how to deal with them.

Experience the 'MTU Spirit', a continuous forward motion and constant daily improvement in all processes

and involvement of all employees. MTUFriedrichs-

hafen live

Lean production and logistics 24-hour delivery serviceDespite the wide range of products available, JUNG offers its customers a 24h delivery service for all items.

Key to success is an intelligent integration of high-performance logistics processes and lean production and

assembly. Experience on-site how the lean team of the JUNG company has implemented this development

consistently in the past 10 years at the Lünen site. The successful application of lean methods, such as the

interlinking of the assembly process in a one-piece flow, the structure of Kanban loops for material supply

and production supply through route trains and fine logisticians have significantly influenced the changes.

The directly attached distribution logistics that are tuned to requirements, enable the daily delivery of just-

in-time supply with series products, merchandise and just-in-time produced special orders to the customer.

Operational excellence and just-in-time in the electronics industry

AlbrechtJung live

Focus

Focus

Leader-shipLean

Leader-

ship

Lean




Program content

Optimisation potentials for the implementation of low-waste product development processes

With lean product development systems to innovation and strong growth

Support of a corporate culture in the change process

Challenges and chances in establishing a Lean product development system

Strategic orientation of an efficient and effective development organisation

Program content

From the implementation of single tools to top performance by sustainable changes in

leadership culture

Shop floor management, attitudes, and tools (daily cascades, Q alarm, acknowledgement of problems)

Visualisation and standards to improve leadership performance

Process observation on site (plant tour, CIP training room, Staff involvement and CIP-team

Next steps, potentials, and challenges – how does your change process shape up?

Before Lean and after Lean – Living the transformation process

Lean introduction and change in culture in medical engineeringParticularly at the start of a change process, a defined approach involving all participants is an essential

building block on the path towards value creation excellence. This also included dealing with conflicts and

demotivation. Learn on site about the success factors and stumbling blocks in the successful implementa-

tion of a value creation system. The combination of creativity and standardisation is seen as a guarantor

for lasting improvements. An intelligent interlacing of slim production and pull systems is the key for short

throughput times and measurable successes. Get an insight into the structured daily work of the CIP team

and the executives.Maquet

live

Strategies, concepts and value creation for excellent quality in developmentSignificant improvement potential is sometimes concealed within the product development process. Many

current improvement projects concentrate on isolation on an individual functional area within the product

creation process (innovation, development, process planning, purchasing etc.). Consequently, successes

are only marginal, frequently accompanied by inconsistent target setting and inconsistent orientation

across the functional areas. Short project lead times, high compliance with deadlines as well as optimum

quality (market and customer orientated products with acceptable costs and budgets) are challenges for

the management. In order to be at the forefront in this increasingly competitive environment, it is essential

to implement a holistic and cross-functional product development system, promoting maximum perfor-

mance whilst using and adhering to Lean elements.

Lean Development for successfull developmentprojects

Albrecht Jung or

SEWlive

Focus

Focus

Leader-shipLean

Leader-

ship

Lean




Program content

Identification and validation of market potentials as the fundament of the right strategy process

Mission, vision, definition of the strategic pillars for Lean Management

Clear goal operationalization, which is deep-seated within the whole organization

Tactical plan to implement the lean strategy effectively

Program content

Lean Transformation – Initial situation, approach, success factors, obstacles

Lean order fulfillment process – Stages, Frontloading and Quality-Gates, order categories and timed

sequence

Value stream orientated organization – Development and initiation

Culture and Leading system – Shop floor management in indirect areas

BestPratice live – Company tour and participation in regular communication

Lean Order Fulfillment for efficient order process

Highest transparency, lowest process times, satisfied customersEspecially in mechanical engineering and construction, the order fulfillment process has a high importance.

While products get more and more complex in their production, customers at the same time demand

shorter lead times without any loss of quality standards. It might seem impossible to solve the dilemma

between time, money, and service expectations: Internally people clash in numerous meetings, Email-fights

and micro management. The management team explains how order fulfillment times might be reduced by

implementing lean management. The result is an improvement of delivery performance. A synchronized

process highlights weaknesses. Short but regular communication in high-frequency along the value stream

ensures that set milestones can be met. Shop floor management strengthens liability, gives employees the

chance to work independently and supports the management to lead a team.

AerzenerMaschinen-

fabrik live

Effective distribution strategies by applying Lean Management methodsChoosing the “right” distribution strategy is one of the most vital decisions for a company. General manage-

ment still spends an enormous amount of time on researching market potentials and discussing strategic

orientation. Once the strategies and goals have been defined, the actual initiation often gets delegated. This

means that the subject is not within the focus area of the decision makers anymore and the top management

notices too late that the initiation has not progressed as much as desired. The results are short-term growth

programs, which hardly generate any sales. Find answers on how to focus on the essential areas to reduce

cycle times and ensure the effectiveness of the strategy at the same time. Define your most important mile-

stones – quickly and effectively. You’ll be given all required Lean Management tools that you need to imple-

ment into your long-term company process, and to integrate employees and distribution partners, perfectly.

Lean Sales Strategy for profitable growth

Focus

Focus

Leader-shipLean

Leader-

ship

Lean

Host:




Performance Management in Lean Enterprises – Accounting for Lean

Program content

From a cost accounting system to controlling system: historical development, characteristics,

differences in corporate culture

How controlling supports the lean transformation

Impact of lead time reductions on EBIT

Productivity improvements in the context of corporate KPIs

Business simulation: impact of lean activities on financial KPIs

Interaction between shop floor management and controlling

Program content

Challenges due to globalization and growing service expectations from customer side

Mission, vision, operationalization: Transformation from product provider to solution provider

Service excellence due to Lean Management: Initial idea, approach, project examples

Leadership: Effectiveness by using discrepancy management on the shop floor

Group exercise: Service excellence in mechanical engineering

Lean Service to build a successful service business

Strategies and methods for growths, profitability, and satisfied customersFor producers of investment goods, it is vital to see service as a strategic business segment. The business

is competitive and many businesses fear that their products become interchangeable. Selling products

with pure technical focus gets increasingly difficult. Customers expect additional service offered around

the product. Service gives the opportunity to be different, build customer relationships, drive growth and

increase margins. Globalization, growing complexity, and new technologies (i.e. I 4.0) cause challenges. The

traditional service business with spare parts, commissioning and training won’t be enough to be distinct

from competitiors anymore. There is a need to transform from product provider to solution provider with

matching service offers around the product. To do so, there must be a clear goal and procedure – from the

strategy and the development of new business models to the optimization of processes, organization, and

leadership performance – all under “Lean” aspects.

TRUMPF live

Operating figures for target-oriented measurement and control of lean activitiesSimilar to an instrument panel, you can measure and display how your company is performing; this can

then be used as the basis for decision making. Improvement activities impact on your KPIs. Are you using

your accounting systems correctly? Is it a company goal to reduce lead times and stock levels? Have you

already reduced your lead times through process chaining workshops? Have you made progress in the

productivity of direct areas? Have you significantly reduced your project work set-up times? Are these suc-

cesses, however not reflected in your financial KPIs? Are your products getting more expensive when you

reduce the batch sizes? This seminar will explain the cause / effect relationships between operational and

financial KPIs and will refute classical prejudices.

Focus

Focus

Host:

Leader-

ship

Lean

Leader-shipLean



20 EXPERT TRAININGS

Improvement experts – Your future internal Lean consultants

Page 20–31

How well are you prepared for your lean future? You have recognised that well-trained Lean Experts and Lean Trainers are the prerequisite for the sustainable exploitation of your improvement potential. The better your multipliers are qualified, the more effective they will be for your organisation. Our training Programs play a part in improving this effectiveness. The expertise imparted by us and the option of ongoing training of moderation and presentation in complex workshop situations enable participants to advance the improvement process on-site under their own direction.

Improvement experts – Your future internal Lean consultants

EXPERT TRAININGS

EXPERT TRAININGS 21

22 EXPERT TRAININGS

LeanExpert

3-stage training and certification for Lean Experts and Lean Trainers

Independent of industry and type of production

Test

Test

LEANDEVELOPMENT

LEAN PURCHASING

LEANADMINISTRATION

Step 1Basics of

Lean and

workshops

LeanTrainer

Workshops /

Projects

(not part of

the training)

Step 3Teaching and

organisational

competency

Step 2Specific

expertise and

methodological

knowledge

BASICTRAINING

LEAN EXPERT

ADVANCEDTRAINING TO

BECOME ALEAN TRAINER

PRACTICALIMPLEMENTATION

WITHIN OWNCOMPANY*

Specifically for the construction industry

LEAN CONSTRUCTION

LEANSERVICE

Specifically for small-scale/ batch producers

LEAN ORDERFULFILLMENT

LEAN ASSEMBLY

(KLEINSERIEN)

Specifically for large-scale producers

LEANMANUFACTURING

LEAN ASSEMBLY

(GROSSSERIEN)

LEANLOGISTICS

EXPERT TRAININGS 23

Step 1The focus is on teaching the central principles of Lean In addition, participants actively work on improving

their communication

and moderation competences and the ability to plan and conduct workshops successfully

Step 2Participants learn and deepen their knowledge of the most important Lean methods and tools applicable to

themselves and their specific area of work. Because of the strong practical focus, not only the acquisition of

theoretical knowledge is ensured, but also the ability of its application. (Lean basics needed!)

*At the latest after completion of Step 2, Lean Experts should implement what they learned and practised wi-

thin inhouse workshops and projects. This practical application is fundamental for the transformation of your

company, but not an official part of the training Program. If required, experienced Staufen experts are happy

to support you during the design and conduct of workshops, particularly in the role of coach and “co-trainer”

for your experts.

Step 3Focus is on increasing participants’ teaching and organisational competencies. “How do I teach others to do

something” rather than “How do I use it myself” is the motto of this final training phase aimed at future Lean

trainers (train-the-trainer concept).

The written exams take place immediately following the respective courses of steps 2 and 3.

24 EXPERT TRAININGS

Program content

Principles of Lean Development

Methodological competency about processes, project roles and project management

Methodological competency about product design

Leadership competency about communication / conflict management

Comprehension test, final discussion, feedback, and certification

Program content

Successful communication and process improvement organisation: communication / CIP office /

social processes / CIP workshops / trainer skills

Fundamentals of teaching and lean management principles: basic training 'lean production' /

communicative competence / giving and accepting feedback / practising presenting

Lean management and problem solving: further developing a basic understanding in 'lean production' /

overview of problem-solving and analysis tools

Project work and personal measures plan: 12-week projects / exercises for project planning and

presentation / personal measures plan

Basic Training

Enhance your communication skills and lean know-howFuture lean experts and lean trainers are mainly responsible for supporting and backing up the lean trans-

formation and enhancing the 'continuous improvement process' (CIP). They also must be able to efficiently

manage teams. Therefore, know-how and ability in terms of dealing with conflicts, demotivation and other

difficulties in the change process is required. On the one hand, our trainers provide fundamental know-

ledge of lean management, value adding, organising waste-minimized processes and CIP. On the other

hand, you will learn about problem solving methods as well as the necessary soft skills such as moderation

and presentation techniques, to be successful in your daily working environment.

Practical and professional skills for lean development expertsInnovation and product development are skills which increasingly determine a company’s economic suc-

cess. Only those who succeed in meeting and exceeding customer requirements in the form of lead times,

budgeting and qualitative results will secure long-term competitive advantages. Simultaneously, huge

potentials for effectiveness and efficiency improvements are concealed within the development divisions,

due to a lacking awareness of waste. Lean Development shows that the application of Lean criteria (zero

defects, flow, rhythm and pull) can also give rise to a significant improvement of project targets, such as

project turnaround times and development budgets.

Lean Development

EXPERT TRAININGS 25

Program content

Basics of lean management and value stream design

Just-in-time (JIT) and zero defects culture

Task analysis, line balancing, rhythm

Pull, layout planning and design, Cardboard Engineering

Visualisation, line balancing diagram, two-handed analysis


Program content

Basics of Lean Management and value stream design

Just-in-time (JIT) and one-piece-flow

Disturbance free and low in waste, TPM, pull

Technological optimisation

Improving management following the example of WIEPRO-Consulting (consultancy within SEW)


Lean Manufacturing

Practical and professional skills for lean production expertsAre you aware of the problems resulting from excessive set-up times, excessive stocks, unscheduled

machine downtimes and quality fluctuations? Confine them to the past! We offer you a complete intensive

workshop aimed at solving or avoiding these problems. It will help you to break free from conventional

approaches and optimise your production processes sustainably. You will get to know the principles of

lean and stable production processes and their effect on your daily work. In cooperation with SEW-EURO-

DRIVE, the BestPractice plant where the workshop takes place, we offer you an innovative event concept.

Through ‘learning by doing’ you will create excellent production processes – initially at our premises and

subsequently at yours.

Practical and professional skills for lean assembly expertsAre you aware of the problematic nature of excessive lead times, lacking flow principles in the assembly

cells, material buffers between the work stations, large batches, and non-sequenced work processes? This

workshop will help you break free from conventional approaches and optimise your assembly processes

with lasting effect. You will get to know the principles of low-waste and flexible assembly processes. In

cooperation with SEW-EURODRIVE, we offer an innovative event concept. Through 'learning by doing' you

will organise excellent assembly processes. The inspection of plants completes this workshop. See how

successful plants organise their assembly processes, and profitably implement at your own company what

you have learned.

Lean Assembly for high volume production and short takt time

26 EXPERT TRAININGS

Program content

Awareness-raising, recognition and elimination of obvious and hidden types of waste

Lean order processing: principles and framework conditions

Realtime simulation of the order processing process

Multi-project management: multi-project wall, regular communication

BestPractice live: Activities, lessons learned and successes in the introduction of Lean processes

Regular communication and performance indicators

Comprehension test, final discussion, feedback, certificates

Program content

Basics of lean management and value stream design

Customer takt and cycle time, activity analysis

Assembly design, layout planning

Logistics connection and Cardboard Engineering

Visualisation and deviation management, contributions from other company functions


Lean Assembly for low volume production and long takt time

Practical and professional skills for lean assembly expertsYou are challenged with bringing bulky products to the assembly in flow? Your small series assembly, with

a high degree of customer specific characteristics makes the logistics difficult? In this workshop, you will

learn how large work contents can be takted and how through the use of a model mix, variations in work

contents can be compensated. You will see how through a just-in-sequence material provision in pre-as-

sembly and customer specific components directly to the line, large amounts of waste can be reduced.

Methods for lean order processingLean Order Fulfilment is the comprehensive approach for optimised results in processing customer orders

and projects. Excellent processes develop as the result of eliminating and preventing waste combined with

a great focus on real value creation. You learn about Lean principles and methods in order to decrease lead

times and increase efficiency and transparency. Transparency and measurability at each stage of order

processing permit the early identification of deviations and malfunctions and the implementation of coun-

termeasures. As part of this process, the role of the manager changes to that of a crucial pacemaker in the

continuous improvement process (CIP).

Lean Order Fulfillment

EXPERT TRAININGS 27

Program content

Characteristics of a lean value-creation community

Requirements and leverage, to build them profitable and disturbance free

Development of purchasing strategies and implementation plans for the low-waste supply chain

Methods and tools for optimizing the value stream in common with your cross-functional

olleagues and suppliers


Program content


Methodological competency in process analysis, process optimisation and function analysis:

Regular communication, Shop Floor Management in indirect areas and 5S in the office

Project organisation, planning and implementation of change projects

Development of a project order including phase model


Lean Administration

Practical and professional skills for lean experts in indirect areasOptimisation potentials are often only realised in the production areas of companies. The Lean Administra-

tion approach illustrates the huge potential that can also be tapped into in the indirect areas. You learn

step-by-step where to start in the reduction of waste and lead times, and which pragmatic tools are most

successful in increasing productivity and quality.

Methods for lean purchaseLean Purchasing leads to a lasting increase in your purchase performance. In addition to the traditional aim

of reducing the costs of material supply, the focus is also on the avoidance of waste and the shortening of

lead times. The important feature in this is the integration of suppliers on a partnership basis. This results

in final costs being reduced and the quality and adherence to delivery dates secured. Lean Purchasing is

thus an essential element in your future competitive advantage.

Lean Purchasing

28 EXPERT TRAININGS

Program content


Lean construction site process: value stream and activity analysis

Takt planning based on the just-in-time principle

Cooperative planning (e.g. Last Planner ®, takt control with trains of trades, value stream design,

Kanban)

On-site management and active leadership, regular communication, Go&See

Areas of application, methods, and benefits of BIM and digitalisation

Comprehension test, final discussion, feedback, certificates

Program content


Material flow control and planning, pull principle, Kanban, JIS, JIT

Internal logistics: in-house milkrun, supply methods

External logistics: external milkrun, distribution logistics

Planning and control: order processing, levelling and smoothing


Lean Logistics

Practical and professional skills for lean logistics expertsYou know the problems of high inventory, missing parts and supplier returns? The approach of 'separation

of value creation and logistics', drastically changed the classic material industry. The successful application

of lean methods in logistics supports the production at the location required, through BestPoint delivery

within the system. Create an optimal production logistics, through the application of high frequency takted

deliveries, through the introduction of a 'tugger train'. Design the planning and control processes with con-

tinuous pull principle from customer order, through the production to delivery.

Methods and approachesLean Construction is the holistic approach for sustainable results in the realisation of construction projects.

Excellent site processes develop as the result of eliminating and preventing waste combined with a great

focus on value creation. You learn about Lean principles and methods as are common practice in other

industries across the globe to enable you independently to identify and exploit potentials on a building site.

As part of this process, the role of the manager changes to that of a crucial pacemaker in the continuous

improvement process (CIP). With transparency and measurability at each stage of performance you could

use resources targeted and avoid waste.

Lean Construction

EXPERT TRAININGS 29

Program content


Developing social and management competencies: 'management in practice'

Practical workshop (1.5 days on-site) incl. state analysis of an actual challenge, target concept and

implementation of emergency measures, creation of CIP protocol, final presentation to management

Development of communicative competency and leadership competency


Program content

Social skills and customer communication: inside and outside sales, role play

Realtime simulation of order processing along the service value stream

Development of technical and methodological competency, sales competency

Regular communication and indicators, designing and implementing a communication architecture

Implementation of own service projects: project order, 12-week design, TIP


Lean Service

Practical and professional skills for lean experts in customer serviceLimited resources make customer service a major challenge. Lean Service helps as a holistic approach

– from the service strategy, over organization and streamlined service processes, up to the employee

qualification. You learn to transfer the lean principles and methods to the service area. The focus is on

transparency and short cyclical communication over the entire service landscape as well as the continuous

development of managers and employees. Customer problems are solved quickly and systematically, thus

customer satisfaction increases remarkably.

Enhance your social, leadership and teaching skillsChange requires reserve capacities. Only companies with such reserves can be successful in delivering

change initiatives. Are you looking for a professional approach to organise your improvement process

and establish your own change organisation? Such initiatives are led by the head of the CIP office, who is

responsible for the development of the Lean trainers. Lean trainers have cross-functional expertise, they

are the 'sparring partners' for management and employees, and in professional terms are responsible for

the Lean conformity of company development. This task calls for individuals with an in-depth knowledge of

BestPractices across all company divisions and a readiness to assume a leadership role. Furthermore, Lean

trainers require strong presentation, methodological and social skills.

Advanced training

30 EXPERT TRAININGS

Six Sigma and Lean Six Sigma Trainings (Inhouse)

How well are you prepared to deal with your sustainable improve-ment activities and quality problems? This qualification Program certifies you as a (Lean) Six Sigma problem solving expert; its focus is on the identification of solutions and sustained improvement management with the aim of quality optimization.

Structure

Each training module consits of 2 training weeks of 5 days each (10 days in total). Complementary coaching and review days

can be (not include in pricing) add-on.

Senior Six Sigma und Lean Six Sigma Experts (German and English natives) accompagny your qualification Program.

Six SigmaLeadership Training andLean Project Education



Green Belt Black BeltMaster Black Belt

Choose according to your requirements.

We qualify your employees systematically and practice oriented:

Step 1 Step 2 Step 3

EXPERT TRAININGS 31

You learn about the individual phases and methods of (Lean and) Six Sigma and consoli-

date what you have learned with the aid of practice-oriented exercises. Concurrent with

the course, you apply what you have learned to an actual improvement project in your

company.

You deepen your knowledge of (Lean and) Six Sigma tools and methods and purposefully

apply statistical evaluation and project management in practical examples. Concurrent

with the course, you apply what you have learned to a comprehensive problem solving

project in your company.

This training provides you with the qualification as (Lean) Six Sigma leader with technical

responsibility. Focus is on the teaching of competencies for the development of a (Lean)

Six Sigma organisation as well as the future strategic development of your company.

Step 1 – GREEN BELTDevelopment of problem solving competency (2× 5 days)

Step 2 – BLACK BELTExpert training (2× 5 days)

Step 3 – MASTER BLACK BELTExpert training as (Lean) Six Sigma leader (2× 5 days)

NOTE:

Participants have to provide their own laptop with a Microsoft®

Excel version (from 2003 incl. pdf-Reader) and the MINITAB®

software (from version R15). This software is available as a demo

download for a free 30-day trial at www.minitab.com.

32 TRAININGS FOR SPECIALISTS

Competitive advantage through professional expertise

Page 32–42

Our Trainings offer experts and executives the opportunity to expand their lean expertise in depth. Lern about the most important tools and methods four your practical work.

TRAININGS FOR SPECIALISTS 33

TRAININGS FOR SPECIALISTS


Program content

Introduction and theoretical foundations, history, and culture

Kata basics according to Rother: targets / background / terms (Improvement Kata, Coaching Kata, 5

coaching questions and their meanings)

Kata reflections: the role of leadership and mentors / creating readiness for organizational change per

MCI (Motive Compatible Interaction) / practicing improvement and problem solving routines, active

practice in mentor-mentee dialogue and reflection in groups

Kata simulation: working successfully towards a target state

Program content

Lean enterprise basics: History and fundamentals, targets, characteristics, and methods

Success factors of CIP, procedures of lean projects and workshops

Just-in-time simulation – from push to pull

Management and leadership in the learning (and teaching) organisation

How to get started – recommendations for your lean transformation

Quickstart Lean Management

Basic know-how to get your lean transformation startedProbably you already heard about lean management, especially in combination with great results and

achievements in the automotive industry. You are wondering if Lean can only be applied there or in diffe-

rent sectors like mechanical engineering, electronics, process industries or even in the service industry as

well? The answer is: yes, sure! Allow yourself to be convinced and find answers to your questions: 'What is

Lean all about?', 'Where are its origins?', 'How does Lean produce lasting value creation and competitive

advantages?' Our experts will explain the concept of lean management, as well as its principles, tools,

and methods. Furthermore, you will learn about how to get started with your implementation. Based on

a hands-on simulation game, in-depth lectures and practical examples from Toyota and non-automotive

companies you will easily understand the concept of lean management and learn about 'dos & don’ts' of a

successful lean transformation.

Daily CIP achievements by the Improvement and Coaching KataThe way in which CIP is organised has developed over time. But employee development is the differen-

tiating factor. In many companies, realisation has dawned that sustainability cannot be generated merely

through the introduction of new methods. On the contrary, the key to success is leadership performance

with a focus on stable processes, structured problem solving and continuous improvement. Since the pu-

blication of Mike Rother‘s ‘Toyota Kata, a new method is in focus: Through terms such as improvement

Kata and coaching Kata, Rother explains how Toyota targets daily improvements sustainably and with the

support of its executives. In this seminar, you will learn about MCI (Motives Compatible Interaction) and CIP

with a high willingness to change as the result of direct management support.

Kata intensive

Focus

Leader-shipLean



Program content

Organisation of sales and distribution from merely selling to true added value for customers

Recognising waste within sales based on participants' own problems

Defining standards, creating transparency, identifying deviations, ensuring effectivenes

Increasing leadership performance and staff problem solving competency

Achieving growth targets, generating leads using the appropriate lean methods

Sales force management: effective external organisation using virtual sales management

Program content

Basic definitions, Lean features, and design principles

Methods and tool for sustainable performance improvement: PDCA &DMAIC, SIPOC, analyses of

customer requirements, value stream and process capability (DPMO)

Shop Floor Management in the office, tactical implementation plan (TIP), 5S, etc.

Business simulation „Lean Office“ and assessment of possible effects

Introduction and implementation strategies based on company situation

BestPractice ideas for immediate implementation live on site at SEW-EURODRIVE

Lean Administration

Productivity, transparency and competitive edge in indirect areasMany companies have already implemented improvements to their traditional core processes. However,

further large potentials are often hidden in areas that have rarely been focussed on in the past. Not only

traditional corporate functions, but also areas that border directly onto core processes. This is an oppor-

tunity not only for significant improvement in these areas but also the synergy of implementing achieved

effects in results across the company. On average, efficiency can be expected to rise by 25%, lead times to

reduce by 40% and quality to increase by 50%! Not to forget of course an increase in satisfaction of both

customers and staff as well as the purposeful freeing of capacity for strategic and value-creating activities.

Top performance in sales by Lean ManagementIncreasing competitive pressure, dynamic markets and shorter decision-making processes present sales

and distribution with new challenges. The systematic achievement of strategic targets, increasing the

number of concluded sales using the available resources and the ability to react quickly to deviations and

problems requires a move away from traditional sales management. Decisions are made on the basis of

figures, data and facts and the problem-solving competency of staff systematically developed. Learn about

the applications of visual sales management quickly and effectively through many practical examples and

exercises.

Increasing sales performance, reach growth targets, improve leadership activities


Program content

Essential basics to implement a Quality Trend Radar

Understand the “real” advantage of focused problem solving instead of resource wasting fighting

against symptoms

Define sustainable advantages of each of the problem-solving methods and see the big picture using

different techniques

Achieve result oriented and sustainable quality control processes

Program content

Elements of variant management: processes, methods and behaviour

From variant to complexity management: the 3D Model of complexity

Case example: exercise to use skills acquired

Variant management tools: software solutions for planning and configuration

Practical example: differences and similarities between various industries

Variant management and complexity control

Attractive offers whilst simultaneously reducing complexityCompanies try to distinguish themselves in highly competitive, saturated markets with additional products,

variants, or services. At the same time, almost all parties complain about the increasing complexity of

products, components, and processes. Excellent companies not only work on their efficiency (managing

the complexity), but especially on increasing their effectiveness. By systematic planning of special offers

and the technical design of products, activities and resources are allocated to successful low complexity

solutions. Potential shelf-warmers are avoided. Which customers buy which products? What components

are needed for these products? What are the cost implications? Which fiscal results are achieved? This is

where transparency is created! Finally, appropriate components must be determined for accurate order

processing – with efficient configuration.

Ensuring sustainable quality in the face of increasing challengesTechnology is increasingly becoming complex. So are economy, community and environment regulations

which companies have to consider before addressing technical problems. Within this training you will

learn to solve hard rooted problems quickly with best possible actions. You will improve your problem-

solving competencies in strategic, trend based and sustainable approach. Always be prepared for problems of

different types and focus your valuable / precious resources for the essentially important issues.

Problem-solving methods and tools


Program content

Value stream analysis as an efficient method of process analysis

Conducting a value stream analysis (case study) and creation of a map with identified potentials

Value stream design and just-in-time as the basis for excellent processes – from push to pull

Development of a target value stream for the previously analyzed case study

Development of roadmap for improvement projects and creation of a tactical implementation plan (TIP

Program content

Practical application using a real problem at the plant Max Holder

Compilation and visual preparation of figures, data, and facts

Possible effects of A3 reports on leadership tasks

A3 as an integrational method e.g. of Ishikawa and 5W for a profound cause analysis

Risks and added value of 5W

Distinction between fault and problem and symptom, cause and effect

A3 - Practical problem-solving according to Toyota

Solve problems quickly and in a structured mannerPPS (practical problem solving) is the engine of continuous improvement, which in turn is the backbone

of the Toyota production system. Root causes of problems are revealed with PPS and sustainable impro-

vements developed. Solving problems is how an organisation learns. The more managers and employees

learn and mutually communicate what they have learned, the closer a company is to becoming a 'learning

organisation'. After 40 years of Lean, one method remains outstanding: the A3 Report. Compared by many

users with the 8D Report which is used merely as a form of complaints handling, the A3 Report enforces the

development of problem solving skills. The mentor guides his mentee with the help of the report to an un-

biased perception of the problem, as free from judgement as possible, in order to find the true root cause.

Fast, transparent and reliable elimination of wasteSustainable lead time reduction and process safety in production and order fulfilment are in the focus of

operational improvement projects. The elimination of 'Muda' (waste) is the main task of effective optimi-

sation. Value stream analysis identifies Muda in processes, value stream design creates processes so that

waste can be reduced to a minimum or eliminated. The method is known in many companies – but is it

used effectively and comprehensively? Weaknesses can be identified quickly and reliably, and sustainable

solutions can be implemented. Furthermore, your ability to think in value streams is being sharpened. The

holistic approach makes value stream mapping an important and fundamental part of the lean manage-

ment concept.

Value stream mapping & value stream design

Focus

Focus

Leader-

ship

Lean

Leader-shipLean




Program content

Why and how managing suppliers: market and company situation – today and tomorrow

Objectives and requirements for successful supplier management: management system, instruments,

organisation and processes (e.g. supplier selection, integration, and development)

Supplier integration in time according to lean principles

Top performance in delivery: cross-functional teamwork, launch & ramp-up readiness

Successful implementation: designate positions, assume leadership, train employees

Program content

Introduction of industry 4.0 – Discrepancy to Lean?

Formation and target – WSA as standard method to improve system performance

The classical value stream analysis and its’ limits under consideration of I 4.0

Impact of I 4.0 on the four Lean characteristics

Shop floor exercises & good practice solutions – Digital waste and value stream analysis 4.0

Value stream analysis 4.0

Methodical connection of industry 4.0 and Lean ProductionThe value stream analysis (WSA) is a proven method, which aims for significant improvement of the value

stream performance. The method is popular due to its’ easy handling. It only needs pen and paper. The

connection between material and information flow within the value stream gets clarified, analyzed and

optimized. The advantage is the harmonized process improvement instead of isolated improvements,

which could worsen the value stream performance. The digitalization of product areas, called “Industry

4.0”, opens new opportunities. With its’ targeted use an additional streamlining and therefore a better per-

formance can be achieved. Value stream analysis 4.0. is based on proven methods of lean production and

implements opportunities for digitalization systematically. The aim is to identify actions of improvement.

Learn how to research digital potentials in a Brownfield production environment. The focus is finding digital

waste on the shop floor as well as practical exercises and Good-Practical-Solutions for I 4.0.

Effective and cooperative integration of suppliersWhen companies optimise processes and processing steps, it is crucial that all areas along the value stream

are included in the pursuit of top performance. Purchasing makes a significant contribution towards a

company’s corporate success, with a view over the entire supply chain. One of the keystones of this is effi-

cient and reliable supplier management, which is coordinated with the value stream by the use of suitable

purchasing methods and activities. Turn your supplier management into a pillar of your 'lean company'.

Ideal supplier performance by applying lean supply chain management


Program content

Ergonomics and Best Point allocation

Developing smart and efficient assembly systems in teams (target concept, evaluation and selection,

implementation of preferred cardboard model, presentation of results)

Within 12 weeks to top-performance: implementation examples from different sectors

Design production equipment: requirements, methods, tools, the SEW way

Ergonomics and Best Point audit: preparation and on-site practical implementation of the audit

Program content

Theory and system of lean and synchronous material logistics

Practical importance of process chains: flow-oriented vs. utilisation-oriented

Planning and implementation of super- and minimarkets, tugger trains and milk runs

Production and transport Kanban: container, card or electronic Kanban

Guided tour: Success factors and limitations of Kanban management

Kanban simulation and Kanban formula: selection and setting of control circuits

Lean Logistics

Synchronized material flow in supplier and customer logisticsIn manufacturing companies, on average 10-20% of HR costs are used on internal material supply and al-

location. Material allocation, however, does not add value at all and affects competitiveness considerably.

This is admittedly not new, but it has not yet led to the application of respective methods and tools in many

companies. To support continuous production, the needed material must be in flow and available for the

downstream process. The target is to only refill those goods which have been used, according to the same

principle as refilling shelves in a supermarket. Material flow without buffers means having the right ma-

terial, in the right quantity, at the right time, in the right quality, at the right place. The main target of this

training is reducing lead times and the sustainable reduction of inventory.

Design of efficient working stations according to the lean principlesWhen designing working systems the ultimate goal is to achieve perfection in terms of efficiency and cost

effectiveness – also the concerns of employees are of importance in this context. Physical and psychologi-

cal performance – and thereby motivation – are highly dependent upon achieving a balance between the

various burdens within the working system. Learn systematically how to intelligently analyse an existing

work process and create a performance-enhancing, healthy work system according to the lean principles.

Step by step, you will process an assembly system case study within small groups, determine waste, define

the potential for rationalisation and develop innovative solutions. Furthermore, you will develop selected

solutions in cardboard according to the lean methodology. Thus, it is possible to directly recognise ergono-

mic or other deficits in the design phase and to resolve them before finally producing the working system.

Lean Line Design


Program content

Basics and principles of Lean Production

Construction of a multi-stage production system with smoothed production:

Round 1: simulation of a push production – analysis

Round 2: development of smoothed and levelled production (EPEI calculation, establishing a production

pattern, design of the future value stream, dimensioning of the supermarket)

Round 3: implementation of further optimisation potential, management according to consumption or

customer orders

Program content

The zero-defect concept: error free processes from the start

Detecting the sources of errors, targeted error avoidance and robust process design

Continuous error prevention rather than error removal

Factory tour at electronics plant

Developing Poka Yoke and testing your own solutions to case examples

Poka Yoke as quality tool for zero defects

Intelligent design of zero-defect processesIn the construction and planning phases, quality can be ensured through the implementation of intelligent

and simple measures. The terms 'Poka' (unintended error) und 'Yoke' (prevent, avoid) come from Japanese.

They describe an error-checking mechanism. This removes the possibility of operator errors, and so

removes the associated rework costs. The foundation of stable and high quality processes should be laid

long before the actual production phase. Intelligent measures in the constructions and planning phases

are the basis for consistent quality in the resulting production process. Through the integration of such

simple measures in the process design, the possibility of operator errors is effectively removed from the

production process. Through simulation at an early stage of the product development process, the quality

is increased and production costs inversely decreased. The parallel product and process development

creates a robust, low-waste production.

Production planning in lean value creation systemsSince the 1960s, a large part of production planning practice has been guided by the methodology of MRP

(material requirements planning) and subsequently the advanced systems of ERP and ERP II up to ad-

vanced planning systems, as realised in SAP APO (SAP advanced planning and optimisation). At the same

time, planning procedures were developed for Lean production systems which could equally handle a large

number of product variants and contribute towards greater transparency and thus the continuous im-

provement of processes. In this workshop, you will learn through theory and joint experiments how such

systems work and how to set them up.

Heijunka – levelling and smoothing of production


Program content

Success factors for your "Formula 1" set-up and advantages of shorter set-up times

Education and training of staff and optimisation of activity patterns

Optimisation of the work environment and incorporation of setting up into the operational takt

Parallel setting-up with several staff and setting-up in takt times

Optimising the construction of products and machines

Praising achievements within the team and generating the motivation for further improvements

Program content

Motivation to reorganise the production to increase flexibility in Chaku-Chaku lines

Individual analysis of manufacturing processes and time studies for individual processing steps

Independent design of Just-in-time controlled processes in sequential production

Digression: LCIA; Efficiency of Sequential Production vs. Traditional Processing

Sequential Production in Chaku-Chaku lines

Emilinating waste and reducing costs in mechanical processingWhat happens if your mechanical processing is the bottleneck in your production? You purchase a new ma-

chine, or you remove a stage from your process and perform it on a separate machine. Sequential proces-

sing is comprised of multiple simple machines, which each perform a stage in a production process as the

products pass through. Bottlenecks can be removed by redistributing the work contents across machines,

or by adding a separate simple machine to the process. Waiting times on each individual machine indicate

the ‘flexibility reserve’ of the system. ‘Common methods’ suggest that waiting time should not be accepted,

as accounting methods attribute this to higher production costs. The resulting overproduction commonly

leads to complicated material flows. A processing centre wants to have the shortest processing times, ba-

sed on time per unit. From a value stream perspective, sequential production has the shortest lead time, as

the focus is not on the utilisation of the system. Therefore, only the quantities which are actually required

are produced, and in the case of a bottleneck a separate machine is implemented.

Economical production of small batches and a range of variantsA crucial topic on the path towards an efficient "flowing" production is the optimisation of set-up times.

Production according to market or customer requirements also includes the optimisation of batch size

calculations and order sequences. The market determines what is produced when and how. The target is

to pave the way in the production process towards a batch size of 1. Optimised set-up times are the key for

short lead times, low stock levels and thus more flexibility in the production process – provided the appro-

ach is comprehensive and sustainable. Reducing set-up times does not start with the production process,

but already needs to be considered in the plant layout. Very often, simple organisational and cost-effective

technical measures help to make the successful transition towards a ‘flowing production’.

Set-up time optimisation


Program content

Importance of continuous optimisation and methods for the analysis of technological processes

Use of video recordings for process optimisation

Breaking down of the overall process into individual steps with practical tips for optimisation

Factory visit and live analysis of a machining process

Measures towards process optimisation at the workpiece and on-site implementation

Chipping optimisation for higher productivity

Intelligent analysis and optimization of machining processesProcessing processes are a veritable treasure trove for improvement potentials. Individual optimisations of

machining tools are generally not enough for a significant increase in efficiency. It is impossible to ensure

optimisation processes in the long term, because the positive effect gets lost at the interfaces to areas

adjoining the production process and in organisational conditions. Changes are frequently not supported

by staff. On the whole, many approaches are lacking a comprehensive system. Excellent machining starts

with the cutting edge and makes use of technological advances. In addition, machine management and

information flow provide a broad range of opportunities for optimisation. Sensible and consistent optimi-

sation, a comprehensive consideration of processing processes, clear and realistic targets, and a structured

approach – this is precisely what you can achieve with our set of methods. Discover hidden potentials –

comprehensively and sustainably!

INHOUSE TRAINING 43

Enjoy the following key benefits of inhouse trainings:

Learning on-site in your company

Development of bigger groups instead of individuals

Tailor-made solutions, duration of trainings and dates

Improvement of own processes in hands-on workshops

Cost savings in terms of travelling and accommodation

Inhouse Trainings

Tailor-made QualificationWe design tailored trainings, based on your needs and require-

ments, to be carried out in practical fashion on-site in your com-

pany. We actively involve your employees and work on your

specific problems, issues and processes applying the Cognitive

Apprenticeship Model.

Our Cognitive Apprenticeship training method focuses on “com-

petence development” (in practice and theory) for the successful

transfer of the acquired know how into the own business env-

ironment:

This program focuses on the development of professionals and

executives at all levels, as well as on the training of Lean Experts,

Trainers and Managers who are involved in the Lean Transfor-

mation of your company. You already have a clear picture which

employees you want to develop and in which topics? Excellent! If

not, we are happy to assist you in the target group analysis and

evaluation, the definition of the training modules and the imple-

mentation, as well as the evaluation and the transfer after the

training has been carried out.

FURTHER INFORMATION AND DETAILS:

www.staufen.ag/inhouse-trainings

Trainer

1.Impart

knowledge

2. Guide

practical transfer

3. Offer

assistance

4. Reduce

assistance

5. Reflect

learning results

6. Apply know-

ledge indepen-

dently (in working

environment)

Trainee

44 E-LEARNING / BLENDED LEARNING

E-Learning / Blended LearningE - L E A R N I N G

Blended learning is a systematic combination between classic

classroom seminars and online training platforms (e.g. webinars,

WBTs). The target of blended learning is to combine the advan-

tages of both learning forms to improve effectiveness and effi-

ciency.

E-Learning - for rework

E-Learning - for preparation

E-Learning - accompanied

WBT: Web Based Training

VC: Virtual Classroom (Webinar)

E-Learning (VC / WBT)

Phase of attendance

Phase of attendance

E-Learning (VC / WBT)

E-Learning (WBT)

Phase ofattendance

Phase ofattendance

Phase ofattendanceVC VC

Webinars – The new way of classroom-

independent learning with Staufen

Convenient learning with your own PC, without travel

expenses, in a flexible and relaxing environment

Direct communication with trainers and other participants

by attending virtual seminars at scheduled time

Video live streaming of teaching

Ideal to get an overview about a new topic in a short time

Web Based Trainings (WBT) – Classroom-

independent learning without time pressure

Online training on your own without trainer: you decide when,

where and how

24 hours daily / 7 days a week available

Compact learning modules for knowledge enrichment and

refreshing topics

Practical exercises and tests for guaranteed learning results

Upon from 2017, we provide diverse webinars and WBTs in the

internet beside our classic open seminars and in-house-trainings.

Within the blended learning approach, all these learning forms

can be combined with each other. We guarantee the best learning

results.

Competence and learning success via mouse click

FURTHER INFORMATION AND DETAILS: www.staufen.ag/e-learning

Some of our BestPractice Tours to look forward to:

Lean Management in small and medium sized businesses

First steps on the way to lean transformation

Facility organization under lean principles

Building an internal improvement organization

Smart Factory

Strategies, goals and roadmaps for the first steps on the way

to digital transformation

Lighthouses for the successful implementation of Smart Factory

Transformation ability and continuity – an opposition?

Lean Leadership**

Shop Floor Management in production areas and indirect areas

Kata for practiced CIP in daily leadership

The role of the Hancho within the organization

BESTPRACTICE TOURS, VISITS AND EVENTS 45

Join us in our world of value creation

BestPractice Tours, Visits and Events

In cooperation with our network of industry partners around

the globe, we have made it our goal to build a community, which

shares BestPractice experience with you. Always focussing on

learning from one another, we offer open themed BestPractice

Tours with a defined agenda. We also offer individual Best-

Practice visits and tours, desiged for your requirements and

needs. This guarantees you great flexibility regarding dates, focus

topics and choice of industry partner we visit. As „Lean pioneers“,

they open their doors to you and impress with specialist lectures,

audits, plant tours and the chance to participate in live meetings.

Be inspired by the open conversation with executive managers

and CIP experts. These range from the first steps of a Lean Trans-

formation to the unique development of value adding systems or

even the successful implementation of industry 4.0.

** For this tour, you will receive 2 credit points to-wards our training course to become a certified Lean Leader (for details, please see pages 08-10)

Fokus

Leader-

shipLean

Big topics, well-known personalities.

At our events, you meet decision makers and executive

managers from industry, economy and science. Be sure of

finding the right expert to have a conversation about Lean

Management! Annual conferences, branch events, small

soirées or round table discussions – Use those exclusive

platforms to inform yourself about the latest international

lean trends and news.

Two events,

which we highly recommend to you:

MASCHINENBAUKONGRESS

BESTPRACTICEDAY

Europe’s leading

lean management congress

www.best-practice-day.com

www.maschinenbaukongress.de

Profit from our international presence for consulting and qualification worldwide:

Staufen - the international Lean Management Consultancy - trains and qualifies your ma-

nagers and staff also on an international level – under consideration of global standards

and local particularities. At present, we do this from 14 locations, in 15 languages, with

more than 90 trainers, in and with more than 70 outstanding industrial companies – our

global network of BestPractice Partners who open their doors for you!

Germany

Switzerland

Poland

Slovakia

Hungary

Czech Republic

Schweiz

Italy

Brazil

Cooperation Partner USA

Cooperation Partner China

Köngen Wroclaw

Bratislava

Budapest

BrnoZurich

Milan

São Paulo

Cologne

China

Shenyang

Shanghai

HongkongMexico

Mexico City

International Qualification

46 INTERNATIONAL QUALIFICATION

Our Management welcomes you on site

Martin HaasCEO

Grzegorz GawronskiManaging Director

Tobias MondenManaging Director

Miroslav MerendaCountry Manager

Paulo LimaManaging Director

Miroslav MerendaCountry Manager

Giancarlo OrianiManaging Director

Dr. Jeffrey K. LikerUniversity ofMichigan

Arturo MedellinManaging Director

Marcus ChaoLean Enterprise China (LEC)

Urs HirtManaging Director

Jürg HodelManaging Director

Balázs GarliczkyCountry Manager

Wilhelm GoschyBoard Member

Dario SpinolaManaging Director

Fabio SalomoneManaging Director

Bill CostantinoW3 Group

KöngenCologne www.staufen.ag

Wroclaw

www.staufen.pl

ShanghaiHongkongShenyang www.staufen.cn

Brno

www.staufen.cz

São Paulo www.staufen-

taktica.com.br

Bratislava

www.staufen.sk

Milan

www.staufen.it

USA

Mexico City

www.staufen.mx

China

Zurich

www.staufen-

inova.ch

Budapest

www.staufen.hu

Cooperation Partner

INTERNATIONAL QUALIFICATION 47

STAUFEN.AGBeratung.Akademie.Beteiligung

Blumenstraße 5D-73257 Köngen

+49 7024 8056-0

[email protected]

STAUFEN.AGBeratung.Akademie.Beteiligung

Kranhaus 1, Im Zollhafen 18D-50678 Köln

+49 221 168819-0

[email protected]

STAUFEN.INOVA

Verenastrasse 37CH-8832 Wollerau

+41 44 786 33 11

[email protected]

YOUR PARTNERON THE WAY TO TOP-PERFORMANCE

Documents

Seminare - Lean = Learn · 6 MANAGEMENT AND LEADERSHIP TRAININGS Page 06–19 The results of Lean Transformation strongly depend on the com-mitment and performance of their leaders