Hands-on training in Lean manufacturing

Training can be given on site (inter-company) or via the Internet, depending on the programme. It is accompanied by action plans which enable our clients to apply the principals they have learned.

This section contains all the training offered as standard, but can be adapted to fit a company’s specific requirements.

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  • We remotely develop and deliver your mobile applications during containment

    We SUPPORT and DELIVER ANY MOBILE DISTANCE DEVELOPMENT since long before the beginning of the crisis COVID-19 -

    We would like to express our full support during this difficult time and hope that neither you nor your loved ones are affected by the virus that currently threatens us.

    Following the various instructions from the French government concerning COVID-19, in order to reduce the spread of the virus, we are working from home or from the office according to the schedule and we have one person on duty in our establishment.
    Here is what we do and don’t do anymore.

    SUPPORT, delivery of mobile licenses, emails, phone answering, DISTANCE TRAINING
    We always support our current and future customers on our mobile traceability applications.
    The phone number and email do not change: CONTACT, quotation.

    customised developments and upgrades of mobile traceability applications

    We are still developing our mobile programs, upgrades are always provided online.

    Meetings, organisation training and mobile remote development

    We provide meetings and training by our digital remote means: Online support, demonstrate products and methods

    Deliveries and preparation of hardened barcode scan material

    We continue to secure and DELIVER current and future orders and prepare our customers’ material, install licenses and programs, although the times will depend on our suppliers and transport rights and will be longer: please anticipate.

    Receiving and shipping mobile terminals and printers
    They are insured by our transporters on the basis of a schedule drawn up in advance.
    Export deliveries: on study, depending on customs.

    which we replace advantageously during the crisis: on-site diagnostics
    On-site diagnostics, meetings and training on the production site and at our premises are suspended until further notice.
    On the other hand, meetings and distance training are assured: we have all the means and software for this. And for diagnostics, we have self-diagnostics that can easily help you at a lower cost.

    See you soon!

  • Are quality and productivity mutually incompatible?

    Quality is integrated in our missions, be it in engineering / development, at order placement or in production.

    On a development and marketing level, our concept of being "good from the start" is an important quality to us and a part of any work we carry out.

    On a starting out level, the SMED method measures start up time between the last good unit of the previous batch and the first good unit of the following batch.

    On a manufacturing level, a productivity indicator, the OEE (definition available on this website) integrates the "good" units: quality becomes a day to day part of the result!

    Now, should we produce BEFORE or AFTER being certified ISO (9000) or TS?
    - We have clients who are in both situations, certified or non-certified.
    - Our methods include and respect granted certifications and develop the points that have been left by the wayside.
    - We have consultants who can lead you to ISO quality certification.

  • Key success factors of our approach

    Measure current performance, indicators

    In order to be able to decide what to put to work and to set a realistic objective, it seems obvious to us to put in place, or to observe, a way of measuring the current performance. This indicator needs to meet precise criteria, such as being simple and easy for all to understand.

    Obtain everyone’s cooperation in meeting the target

    As with any organisation, it is the work of the company as a whole that produces the reults. If just one person does not cooperate, then they can make it impossible to meet the results. Lack of motivation is usually explained or motivated by a fear of change. Detecting that person’s fear is also part of our service as it is difficult to identfy that person from within the company hierarchy.
    We have a vision of what is going to happen in each step as it unfolds: this vision is reassuring for the key people.
    Driving work groups in a structured way forward also enables the progressive cooperation of everyone.

    Planning for change and the pathway to it

    Getting results has to be done in a strict way in terms of both process and time: synchronisation of parallel actions, reports must be completed by set dates and must adhere to a precise and formal action plan.
    The action plan is a formal document that identifies the waymarks (milestones), the expected results and the means of putting them to work.

    Acting quickly

    Fast and concrete actions have to produce visible results in order to encourage project teams as more complex base actions that take longer to achieve have a discouraging effect. Identifying these actions is part of our know-how.

    Communication on the progress

    Within the same factory (e.g. 3 or 5 teams), it is no simple matter to get to know the methods and to visualise the motivational results. The project also involves other teams who have to support the initial team (e.g. taking orders, maintenance).
    Communication is made up of a message, an explanation of the methods and of the results: indicators.
    The introduction and setting up of indicators, known as dashboards, showing the performance of every person and every team and having an effect on any gaps that are found is, in reality, a complex task to achieve in a short space of time.

    Consultancy in continual progress and making the project a long term ethos

    Our presence and guidance helps to maintain the pressure to get the result, to adapt the initially drafted action plan according to random techniques, to revise the methods previously taught, and to maintain cross communication.
    The changes made require continuous effort to make them long term: continuous progress groups are set up to make sure that the actions continue. Most of the time, this last phase is forgotten as another project attracts the teams’ attention before they conclude the first one.

  • A DEFINITION of productivity

    "In Economics, productivity is the relation between the product and the factors of production (amount of energy, working hours, etc.)

    The notion of productivity reaches three levels:
    - economic
    - human
    - technical

    Productivity is the result of two consideration types:

    - On output, relating to the question about energy (how have I worked?)
    - On efficiency, relating to the question about intelligence (what have I done?) "

    View online : From Wikipedia, follow:

  • Performance gaps, reduction: definitions

    Performance gaps

    Any difference between a desire, and an objective and the reality of the performance
    Performance: a measure of any factor that influences positive outcome (Earnings Before Interest Taxes Depreciation and Amortization): quality and rejects, customer returns, time spent, rhythm, speed, delivery on time, peripheral costs, maintenance, logistics, etc...


    Implies a change towards a reduction in flaws towards an increase in precision, but not necessarily an increase in effort.

    This change therefore has to be driven as if it were a result: strictly and in a precise order.
    Most of our clients state at the end of their projects once the results have been achieved that, inspite of their employees’ qualifications and indvidual knowledge, the approach, work methods and cross-vision have a direct impact on the result.

Articles in this section

  • "5S" training for team autonomy

    Training objectives:
    instil in the production team an autonomy of daily problem management.
    Description, principal contents Explanations and method in 10 phases to obtain the goal and the meaning of the "5S’s": SEIRI / SORTING: Get rid of everything that is not of use in the work place and its (...)

  • Training Manufacturing and Sales Plan

    Hands-on training: How to build and maintain the MPS ? Improve customer service rate / rate of on time deliveries, Optimise production capacity, logistics or available service

    Understand the impact of strategical and tactical planning processes on performance of Production, Purchases and Customer Service.

    Know how to put in place an efficient process

    Learn how to establish forecasts

    Know how under all circumstances to establish and maintain a stable production plan.

    Know how to calculate how much can be sold

    Apply the right management practices of the Manufacturing and Sales Plan process and build your own decision tool in Excel or any ERP;

  • FMECA: Failure Mode, Effects and Criticality Analysis

    Interest, objective: Cost reduction in the following areas: rejections design running (of the line) line stops, after sales service / maintenance making good, or fines from a customer service process.
    This product answers the following questions: improvement in new product design (pre-study (...)

  • LEAN KAIZEN hands on training

    Description of the hands on training programme in continuous improvement based on LEAN from the 5S’s in a factory, logistics company, or in an office