Management Training

  • Theoretical Training
  • Practical workshop simulations
  • Training assignments related to work area of shop floor
  • Indirect Follow up & Coaching towards implementation of workshop techniques
  • Collective follow-up & coaching of interdisciplinary taskforces

Workshops & Management Training

    • Management System
    • Lost Time
    • 8 supervisory behaviours
    • Effective Meetings
    • Communication – Information
    • Communication – Confrontation
    • Norms & Standard Times
    • Observations
    • Planning – Master Schedule
    • Pareto & Root Cause Analysis
    • Problem Solving
    • Change Management
    • Paradigms

Lean Manufacturing Training Sessions

    • SMED
    • Visual Management
    • Production Boards
    • KANBAN
    • Push versus Pull
    • 5 S
    • Continuous Improvement
    • KAIZEN
    • Line Balancing
    • Layout Optimization
    • Material Flow
    • Value Stream Mapping
    • 6 Sigma


  • Optimization of Forecast Reliability
  • Margin analysis
  • Develop the ideal client portfolio
  • Customer ABC
  • Development and installation of Sales Management System
  • Analysis of new and lost customers
  • Visualization of Sales Process Flow
  • Individual & collective coaching to enhance the performance during sales visits
  • Optimization of sales planning and routing
  • Client segmentation
  • Calculation of optimal visit frequency
  • Maximization of client contact


  • Installation of Administration Management System
  • Installation of “Lean Office” principles
  • Installation of Lean Call Center techniques
  • Design and optimization of paper flow
  • Design and optimization of process flow
  • Balancing required recourses to work volume
  • Optimization of “Span of Control”
  • Activity Listing
  • Observations
  • Definition of standards / norms
  • Introduction of a master schedule for planning

Human Resource

  • Installation of Human Resource Management System
  • Complete training package on HR organization & HR activities
  • Basics on HR jurisdiction
  • Design & optimization of recruitment process flow
  • Reduction of existing paper flow
  • Alignment of resources towards workload
  • Activity Listing
  • Observations
  • Definition of standards / norms
  • Introduction of a master schedule for planning
  • Optimization of “Span of Control”
  • Review of assessment techniques


  • Installation of Purchasing Management System
  • Review and optimization of Purchasing Process Flow
  • Definition of purchasing strategy
  • Establishment of financial targets and KPI’s
  • Organization of purchasing structure
  • Definition of purchasing procedure
  • Identification of product requirements with specifications
  • Development of list with potential suppliers
  • Suppliers selection
  • Design, distribution and follow-up on tender
  • Coaching and follow-up of negotiations with suppliers
  • Quality control of shipments
  • Invoice control


  • Installation of Production Management System
  • Development of ‘SMART’ targets and KPI’s
  • Goals breakdown & goals roll down
  • Design and optimization of Production Process
  • Line Balancing
  • Identification and reduction of organizational downtime
  • 5 S
  • Installation of visual management on the shop floor or in the work area
  • Production Boards
  • Increase in flexibility (flexibility matrix – training plan)
  • Increase in workers motivation (job rotation / smart targets / workshop sessions)
  • Revision and optimization of Meeting structure
  • Enhancement of meeting efficiency
  • Coaching of interdisciplinary taskforces
  • Design production management report
  • Introduce supervisory shift guide
  • Install variance report at workstations
  • Install downtime report
  • Install non-quality sheet


  • Development of master schedule for planning
  • Line Balancing
  • Installation of KANBAN cards system
  • ‘Push’ versus ‘Pull’ planning
  • Optimization of norm and standard times
  • Development of crewing guide
  • Calculation of economical production batch
  • Calculation of economical order quantity


  • Installation of maintenance management system
  • Design and optimization of maintenance process flow
  • Work order System
  • Time Estimations Policy for work orders
  • Priorities on work orders linked to Downtime Pareto
  • Backlog cleaning
  • Introduction of daily assignment plan
  • Installation of maintenance – production review meeting
  • Development of maintenance indicators
  • Calculation of Mean Time Between Failure (MTBF) / Mean Time Between Repair (MTBR)
  • Machine history cards
  • Pareto and root cause analysis for technical downtime
  • Maintenance Review Meetings
  • Review of preventive maintenance system
  • Spare parts control system


  • Installation of Quality Management System
  • Design and review of Quality Process
  • Quality control system
  • Development of quality indicators
  • Visualization of non-quality
  • Pareto and root cause analysis on non-quality
  • Taskforces on reduction of non-quality
  • Follow up and reduction of internal non quality (scrap / rework)
  • Follow up and reduction of external non quality ( PPM )
  • Follow up and reduction of customer complaints
  • Quality entry control system


  • Optimization of route planning
  • Optimization of internal material flow
  • Lay-out improvement
  • “Milk run”-system
  • Follow up and increase of “OTIF” deliveries
  • Optimization of material management to feed the production lines


  • Installation of a Stock Control System
  • Visualization of the evolution in raw material, work in progress and finished goods
  • Calculation of the storage costs
  • Quantification of the overall cost of stock
  • Calculation of the stock rotation levels
  • Calculation of the economical order quantity
  • Determination of the ideal safety stock / Minimum stock / maximum stock
  • Elimination or reduction of obsolete stock
  • Individual coaching of planners to reduce stock through better planning
  • Improvement of forecast reliability
  • Coaching of sales responsible to improve forecast accuracy performance

Accounts Receivable

  • Client segmentation
  • Negotiation workshops to coach sales towards agreement of minimal payment period for clients (B/C clients)
  • Standardization of calls and letters to assure payment OTIF
  • Assurance of final payment through restrictions (Delivery stop / Juridical)
  • Calculation on balance between bonus for OTIF deliveries and gain on interest
  • Reduction of DOS (Days outstanding Sales)

Accounts Payable

  • Suppliers segmentation
  • Negotiation workshops to coach suppliers towards agreement of
    maximal payment period for suppliers (B/C clients)
  • Bonus system in case of OTIF payment towards suppliers
  • Follow up on OTIF deliveries to postpone payment in case of non compliance by suppliers
  • Reduction of DOP (Days outstanding Payments)