Ik wil jullie bedanken voor de inzet en support tijdens de Green Belt en Black belt trainingen (Operational Excellence) binnen onze organisatie.
Vanaf de start hebben jullie een aanpak gehad die duidelijk praktijkgericht was.
Onze mensen hebben zich op hun gemak gevoeld, door jullie gesteund en zijn vol enthousiasme begonnen aan hun projecten. Het op een gestructureerde wijze aanpakken en verankeren van verbeteringen heeft onze organisatie een duidelijke duw gegeven in de goede richting.
Hierdoor zijn we in staat meer te produceren, met een optimale kwaliteit binnen de gevraagde levertijd. De kostenbesparingen binnen ons bedrijf zijn aanzienlijk en geven ons in de toekomst verdere mogelijkheden om nieuwe verbeterprojecten door te voeren.Geert Smits
Managing DirectorMifa Aluminium b.v.
Venlo
Archive | General @it
Lots of new ideas and great presentation techniques
Thanks so much, Rene … it was a splendid course. I actually looked forward to everyday though it may not have seemed like it. I didn’t write this down, but one of the things I enjoyed about it was how the tasks and exercises which looked daunting and difficult at the beginning all started to make sense once we worked as a team and pooled ideas or suggestions together. I can’t wait to take on a project so I don’t lose a lot of what we have learned.
I’m an Helicopter Instructor as well but I will be adopting a lot of your presentation techniques and ideas to my approach to teaching if you don’t mind.
I look forward to working with you again soon “Sensei”. Take care and thanks once more for a week of good learning and fun.
Adevokhai U., Training Captain S76/S92, Bristow, Nigeria Operations, General Aviation Area
Murutala Mohammed Airport
Ikeja, Lagos
An unforgettable experience on a Ferrari racing circuit!
The PEEC team organised a “Red Belt” event in Pavia in collaboration with Merzario Academy where we all enjoyed an unforgettable experience driving on a Ferrari racing circuit. Every participant sat in a Ferrari driver’s seat and was able to demonstrate his/her driving skills with the help of an experienced champion (Arturo Merzario and his team of professional race car drivers). We were all rewarded with a “Red Belt Certificate” and, of course, had lots of fun!
Ready for the trials
Lean Six Sigma sessions in Milano this spring
Our Approach for Lean Six Sigma
Lean Six Sigma è anche uno stile di gestione basato su un’ organizzazione strutturata e dedicata al project management. Un obiettivo di Six Sigma è infatti quello di ottimizzare i processi ed adattare costantemente prodotti e servizi ai requisiti del cliente.
Ci proponiamo di accrescere e diffondere su vasta scala la cultura e le competenze legate all’efficienza e al miglioramento continuo attraverso la formazione, la formazione qualificante e il coaching dei candidati Black Belt affinché tutti i vostri dipendenti partecipino attivamente a questo processo di continuo miglioramento con una forte attenzione al Change Management.
Ci proponiamo anche di diffondere una metodologia omogenea all’interno dell’azienda, un linguaggio comune ed un set di strumenti atti a promuovere l’integrazione di un metodologia di lavoro uniforme relativa all’accrescimento della performance aziendale. Tutto ciò poterà a ridurre progressivamente la vostra dipendenza da consulenti esterni.
Limited special offers for all sessions in Warsaw, Wroclaw and Krakow!
Limited special offers for all sessions in Warsaw, Wroclaw and Krakow! For individuals and groups.
Interesting prices, check our special rates: Ceny !
Decide to get certified and book your training seminar in Poland today!
When the analysis is done; the scope and nature of your activity changes
Shift from analysis and decision making to action, but the implementation is still a time for learning and improvement
- Increase in task complexity
- And a decrease in your control over the tasks
Greater numbers of people:
- All those directly involved in the solution
- All those indirectly involved in its impact
Review of team make-up may be useful and you will definitely need to re-plan (see Project Management). Resources (time, money, equipment, commitment) even more critical
All of this is about transferring responsibility from the improvement team to the process team (the people who run the process). This transfer must be explicitly clear.
- Ensure that the organisation knows what is happening, when and how
- Be clear whether it is a Big Bang, in Phases or ‘drip feeds’
- Dealing with key people issues
- Managing ambiguity
- Managing personal exposure
- Dealing with the ‘survivors’
- If you are doing a phased roll-out, must manage parallel operations
- You must ensure that the customer will not feel the impact of your internal transitions
- Building on wins, minimising losses and learning from “incomplete successes”
The basic tools that we use as Black Belt project managers are;
- Project Plan
- Process Map
- RACI matrix
- Skills Matrix
- Dash Board (1 single sheet mgt report)
Milano, starting from March: Green Belt for Lean Six Sigma
starting from 19th of March next, there will be regular Green Belt sessions in the city of Milano, Italy. The venue will take place in the Business Place Starhotels, at the Via Gaggia 3.
Following Black Belt sessions will agreed with the participants. have a look at the calender for the dates !
How to choose a good Lean Six Sigma project.
Selecting and defining an Improvement project:
3 key questions
Question 1 – What is the problem that needs to be fixed?
What must be improved? (not how to improve it). Clear focus on the issue that is to be changed (not the solution).
Question 2 – Why is it important?
Why are you going to spend time and effort to improve the situation? Clear focus on the importance of this project.
Question 3 – How will I know when I have succeeded?
What can I measure that will show me I have finished the project? This measure should be a measure of ‘quality’, ‘waste’, ‘on-time’, ‘Euros’ or ‘customer satisfaction’. Clear focus on the ‘measurable benefits’.
Defining the problem, is the first step to take…Europe has a great economy. Why do we need to worry about productivity?
Europe’s economy has experienced seemingly high productivity over the past decades, due largely to the massive capital investments in various sectors. However, the real issue is Europe’s productivity growth rate (how quickly we’re improving our productivity).
Over the recent years, Europe’s productivity has been lower then China’s and India’s productivity growth rate. Europe doesn’t fare any better when compared to countries around the world. As an economy, we start to lag behind, but on the macroeconomic level, Europe’s prospects remain very rosy, but from a microeconomic perspective our performance is of serious concern.
Compared to other developed economies, Europe has weakening labour productivity growth and sliding real income growth. Concerns about weak productivity growth will only intensify as structural changes in the global economy shift the engines of economic growth to China, India, and Brazil.
Why is Europe performing so poorly in productivity growth?
Various factors have contributed to our poor productivity growth:
- slow or no adoption of new processes and technologies to enhance efficiency
- underinvestment in machinery, equipment, and technology
- lack of innovation to enable the creation of new products and technologies
- lagging workplace re-organization and worker training
The EU, in close partnership with industry and other levels of governments, is working on a strategic three-pronged approach to address the productivity growth challenges faced by Europe:
- education and awareness of productivity
- productivity enhancement tools
- policies to promote and enhance productivity and innovation