In late 2014 we invited Lean Coaching to work together with us to support our performance improvement program. The objective was to improve batch change over times as well as to work with our first line & middle management team to be more focused on their roles on the shopfloor to drive a continuous improvement culture.

The coaches had very strong lean experience from manufacturing environments which made them able to quickly point to the root causes of our performance issues. Further, they were  strong at building relations at the shopfloor which was key to securing ownership of actions within the organisation and hence ensure the success of the project.

During our partnership I have been particularly pleased about the energy that Lean Coaching helped me infuse in to the organisation in order to change the mind-set and make people believe that targets can be met in a very challenging environment.  The coaches were a real catalyst for making that happen.  Because of this, other departments have since copied some of the same principles and tools to drive improvements.

Kasper Bodker Mejlvang, VP Aseptic Production, Novo Nordisk Pharmaceuticals, France. Batch Change Over & Minimum Job Role. 2015

NNPII has worked together with Lean Coaching for more than 5 years within different aspect of the manufacturing operation, adopting lean principles targeting improved product quality, process stability, delivery performance and employee engagement.

Today we see significant impact in all our business areas and we are right now harvesting the benefits from our intense and focused efforts guided by Lean Coaching. All improvements we see today are fundamentally linked to a change in our thinking and acting way as leaders. Our new way of managing is built on the lean philosophy which Lean Coaching enlightened us and coached us in embracing. Our thinking way resonates throughout the organization through our continuous improvement mind-set and shop floor involvement.

I am very pleased with our collaboration and we as an organization wouldn’t have been able to do achieve what we achieve today if it wasn’t for the support and guidance we have received throughout our journey together with Lean Coaching.

Kind Regards – Chad

Chad Henry, VP, Novo Nordisk Pharmaceuticals, Denmark. Shop floor management coaching May 2010 to August 2014

Factory Zug is part of Siemens Building Technologies, a multinational company manufacturing a range of electronic products world wide of which we are it the “Comfort” sector producing products here in Switzerland.Having been involved in Lean activities as part of the Siemens Production System (SPS) team here in Zug we felt the need to have a more coordinated level of activities based on building a successful company and decided to implement SFM. Considering the success of the activities in Factory Volketswil and the goal to standardise SFM within our Factories, we again chose Lean Coaching to be our guide for the project here in Zug. Using their in-depth knowledge of Lean and especially in our case SFM allowed us to understand and implement it’s  tools, theory and application. The system of day to day managements allowed us to visualise, stimulate and challenge improvement in all areas. By defining our goals using “Hoshin Kanri” we were able to set out our objectives and align it to our resources using the “Tactical Implementation Plan”, thus enabling the visualisation and tracking of the daily goals to be seen and managed on the shop floor. This allowed the whole team to be able to clearly understand their roles and activity in the introduction of SFM onto their areas using KPI (Key Performance Indicators) to visualise and maintain the momentum of the project.

Underpinning SFM was the use of PPS (practical problem solving) using A3 and PDCA allowing us to see from our own data the variation from the plan, analyse the problems through the A3 or PDCA and using this as a tool to develop the workers as well as the leaders in solving the problems we had been living with on a day to day basis. Their use of real Toyota based knowledge (using ex managers with extensive knowledge of the Toyota Production System) is invaluable both because they know the system and also because they have lived and breathed it.

The success of SFM in our Factory is based on the Coaching approach, which allowed us to get the necessary mindset of our Senior Management. Furthermore by coaching-the-coach we established a system that made sure, to get the right thinking through the whole hierarchy within our organisation.

Florian Schmitt, Siemens Production System Manager, Lean Senior & Factory Excellence Manager Siemens Building Technologies, Infrastructure & Cities Shop Floor Management (SFM) 2012-2013

In 2011 LeanCoaching was invited to support Grundfos A/S. The task was generally about supporting the delivery of a major product development project on time and within budget. Legislation defined a sharp deadline and failure to meet this was not an option. During this effort LeanCoaching co-developed a concept of implementing visual management and general lean methodology in a customized project execution setup suitable for Grundfos A/S. The project was delivered on time. Not least thanks to the support by LeanCoaching. Afterwards LeanCoaching participated as subject matter experts in other key projects and the global roll out of the concept as a new standard primarily facilitating the daily coaching of key change agents on three continents. The implementation proved very successful not least thanks to the professional expertise and flexibility to find suitable solutions. Grundfos A/S have benefitted substantially from the effort provided by LeanCoaching.


William Holt Anderson, Department Head, CI & Strategy, Grundfos, Denmark. Visual Management deployment project 2011-2013

“The benefit we’ve received to date from our association with Lean Coaching can be categorized into 2 areas – improvement in bottom line results and a change in our behavior. Both were a result of actually having to do for ourselves while being coached along the way. The tangible results in safety, quality, and efficiency were achieved through the application of lean tools, many of which we “knew” but had yet to understand until we were actually guided through using them by Lean Coaching. The change in our behavior has been based on a change in our underlying thinking.

Lean Coaching has helped us grasp the concept of understanding, or defining, the “standard” before effective problem solving or improvement can happen. With their guidance, we have evolved to applying PDCA thinking in problem solving, developing robust processes, focusing on confirmation by management, and coaching employees for development and engagement. I believe the true benefit of our working with Lean Coaching has been lighting the fuse on our continuous improvement culture, the ultimate benefit of which has yet to be seen.”

Regards Paul

Paul Erdy, Plant Manager, Western Star Trucks, Portland, OR, USA Jishuken and Kaizen May 2011 to December 2013

NNPII has worked together with Lean Coaching for more than one year adopting lean principles targeting improved product quality, process stability, delivery performance and employee engagement.

Today we see significant impact in all our business areas and we are right now harvesting the benefits from our intense and focused efforts guided by Lean Coaching. Our journey together with Lean Coaching has in many ways been a radical paradigm shift and a new way of managing our operation. All improvements we see today is fundamentally linked to a change in our thinking and acting way as leaders. Our new way of managing is built on the lean philosophy which Lean Coaching is embracing.

I am very pleased with our collaboration and we as an organization wouldn’t have been able to do achieve what we achieve today if it wasn’t for the support and guidance we have received throughout our journey together with Lean Coaching.

Regards Preben

Preben Haaning, CVP, Novo Nordisk Pharmaceuticals, Clayton NC. Shop floor management coaching May 2010 to October 2011

In the summer of 2009 we were challenged with a factory retrofit for a new device product to be done as fast as possible. The change included more than 50 new machines from 180 tons moulding machines to high-speed automated assembly lines. The change included an organisational retrofit in both competences and mind-set. Throughout the entire period we have been successfully assisted from Lean Coaching. The results have been remarkable. Not only have we made the entire technical retrofit including ramp-up but we have also changed the mind-set of all production employees seamlessly through the process. Through relentless focus on lean thinking we have started a journey towards a production army of scientists that can sustain our improvements.

Michael Møllmann, Michael Møllmann VP, Novo Nordisk Pharmaceuticals, Hillerød, Denmark. New Product Introduction and Ramp-up Jan 2010 to Dec 2011.

Siemens BT IC is a world and market leader in fire safety & security products manufacturer.

I as plant manager wanted to ensure we retain and build on that status by achieving a deep understanding of our business, giving clarity with a structured approach and to be able to manage and improve utilising the work force. I feel the keys to our success was ensuring the approach was consistent and effective and our decision to use SFM with a base of PPS and especially our support coming from Lean Coaching. They use professional & skilled coaches who come from a background where they not only have the theory but practical knowledge of application to support and coach the concept and introduction, building it into our daily culture. The visualisation of our condition through KPI and the structured meeting agenda to discuss the concerns through plant, segment and team meetings ensured everyone was involved. This that using the problem solving enabled use to systematically resolve issues that were affecting the business ability to function. I am confident that the LC coach was invaluable in achieving this through their drive, leadership and direction not only project based but interpersonal management of issues and people.

Heinz Méider, Plant Manager, Siemens Building Technologies, Infrastructure & Cities Shop Floor Management 2010-2011

In todays demanding production environment you need the ability to be dynamic and creative, based on a core concept of giving the customer what they want and this is why we chose Lean Coaching to be of support in this project. Their in-depth knowledge of Lean especially in our case SFM, it’s  tools, both theory and application of  day to day managements systems both visualise, stimulate and challenge improvement. With the use of “Hoshin Kanri” we were able to set our vision and then put it into tangible time based management with the “Tactical Implementation Plan” enabling the cascade down of the overall company goals to be seen on the shop floor. This meant we were all working and facing the same challenges but knowing we had the support and direction from the whole management team leading to significant improvements in quality, safety, productivity, cost & the development of our people through the use of KPI (Key Performance Indicators).

This was then augmented with the use of PPS (practical problem solving) using A3 and PDCA allowing us to be able to find, visualise and then solve the problems we had been living with on a day to day basis freeing up our time to meet the new challenges that were created.

 The success or SFM is based on the skill and ability within Lean Coaching who having years of practical application in some of the most progressive lean companies, living it day in, day out, who have now given over to sharing this solid skill and knowledge with the rest of us. This does not just lie on the shop floor but right through the business, coaching the management chain at all levels of the organisation.

Bladimir Malavé, Siemens Production System, Lean Senior Siemens Building Technologies, Infrastructure 81 Cities Shop Floor Management (SFM)2010-2011

In 2010, increased market demand was at risk of exceeding our capacity and we needed to find a way to increase this but without risk to our Safety, Quality & Cost results. The approach was clear – to accelerate our Lean activities, but how to execute swiftly and reliably? Lean Coaching have been our preferred suppliers of Lean expertise since 2008 and together we have collaborated on many projects to optimise both results and lean leadership competencies. Therefore we engaged their support in this project named “Performance Acceleration”.

Simultaneous projects were launched in our Czech Republic and Mexican plants with two clear objectives:

  1. Ensure that each Plant achieves their Safety, Quality, Delivery, Cost & People Targets for 2010.
  2. Accelerate the implementation of the Global Lean Tools through the coaching of senior managers and internal lean consultants

I attended the kick off for the Mexico project and was impressed with the approach taken and the speed at which LC immediately got the plant into implementation mode. Both projects followed a standardised approach: Assessing and judging the Plants Capability to achieve their KPI’s, placing immediate action plans upon Red rated items and using Tactical Implementation Plans to move from current to future state in the implementation of the lean tools.

Overall, the project objectives were well managed and it was pleasing to see both the effects upon the KPI’s and also the Leadership behaviours in the Plants. The shared ownership of each Plants targets between LEGO and LC worried well with an excellent overall result of 95% for the project KPI s. I am pleased with both the results and process provided by LC and I am sure this will help inspire us in our future lean activities. Please do not hesitate to contact me for detailed feedback or further recommendation.

Jon Eagle, Director at Lego Global Lean Network, Manufacturing Concepts

Straumann is a world leader in a very dynamic market our production plant is used to undergoing changes, we were fit but wanted to start a journey towards excellence. Initiatives to push lean techniques were only locally successful, but the achieved improvements prompted us to make a global roll-out. With the initiative coming from the plant and not from the Corp. organisation, the SFM project was used as a catalyst to provoke major changes & started from a very favourable position with dedicated people who wanted to drive the company forward.

Major benefits came not just from KPI improvement but also the interdisciplinary team work on improvement projects, we learnt not to wait for a crisis in order to work together & by implementing lean activities, the results follow automatically.

I’m convinced about the LeanCoaching approach, they used very professional & skilled coaches to support us on our journey, not only bringing sound lean knowledge and experience, but also real social & personal competencies, showing clear, strong leadership in our project. This was a winning factor in our project as the people trusted the direction & wanted to follow.

Charles Runge, Senior Vice President, Straumann Villeret SA, Switzerland Shop Floor Management 2009-2010

On a LEAN journey you have some steps from the beginning. To find a partner like LeanCoaching was a key element for our success. To see the huge difference between consulting and coaching is so easy with this partner that we can say that it was a chance for all of our Directors & Managers to be supported on shop floor. If our thinking way wasn’t clear before our collaboration with LeanCoaching, it is now as we are able to talk about the key elements for our development, for example; Blue sky, Hoshin Kanri, Tactical Implementation Plan’s, etc.

The huge strength of this team is to provide natural, advice and expertise on how to improve performance based on their many years of operational experience and best practices. Their ability to share their “concrete” knowledge by a strong and personal involvement with our people was demonstrated through significant productivity improvements in a short term (KPI’s –OPR & FTT).

The success of our future will be ensured not only by tools and techniques that were directly applicable and delivered sustainable improvements, but also through the new thinking and mind-set on continuous improvement.

Eric Fromentel, Director, Global Lean Coordinator for Global Operations Straumann Villeret SA, Switzerland Shop Floor Management 2009-2010

At the end of 2008 Tarkett, the world leader in research, development, manufacturing and salesof integrated flooring solutions, decided to become the benchmark in Quality, Service, Costs and Innovation.

Hence, the implementation of a “World Class Manufacturing” program was started early in 2009.After a tendering exercise Lean Coaching was selected to help us in the roll-out of this program. Throughout the process, Lean Coaching demonstrated a clear commitment to the program. Their excellent coaching has enabled us to secure the successful roll-out of the program worldwide. By the end of 2010 already 13 out of 29 plants had started with the implementation of the program.

Good progress has already been made and considerable further improvement potential has been identified. The knowledge and skill of Lean Coaching in this field is remarkable, their customerfocus, commitment and result orientation is second to none. Without the focused support of Lean Coaching I am certain that we would not have been able to achieve our implementation and successful results in such a short time frame.                                                                                                                     

Thomas H. Ahrens

Thomas H. Ahrens, Executive Vice President Operations Tarkett Group

For myself and I believe the rest of this plant, the Lighthouse project was more of a transformation. This “Lighthouse project” could easily be a one time investment and a one time event, withering away after the Lean Coaching support has left. Lean Coaching demonstrated a unique skill above any other consultant group I’ve ever been exposed to. From day one of the Lighthouse project we were taught to be self supportive with a new vocabulary, a new way of thinking and a new approach to continuous improvement. Lean Coaching helped us construct a Lean Management foundation and this foundation is absolutely essential to effectively leverage any Lean Manufacturing tool. The success of any organization such as Lean Coaching should be measured AFTER you leave the client on their own to carry forward with the knowledge and tools they acquired. Lean Coaching scores an A+!


Mike McCurry, Plant Manager at Freightliner TMP, Cleveland, NC Lighthouse project 2008 - 2009

In 2008 we decided to take back the outsourced production from current supplier, this was effective from December. Lean coaching supported the takeover and the following operational plan to bring the manufacturing back on track.  This was partly done by a high focus on the shopfloor and coaching. The management mindset was disturbed by the fact that few managers were on top of business and no one really knew where bottlenecks showedup. To get the mindset on track  I asked Lean Coaching to help build a blueskystrategy plan with 5 focus areas for creating stability. I also asked for help to build factory and department tips, structured practical problem solving, executed visual management and to build up our lean office, and coach me as GM in the foundation of the TPS. Operational numbers speak for themselves, lower internal waste in all processes, call rate from consumers have dropped, effective meetings with operational focus, support functions with manufacturing focus, high output and more productivity is just some of the facts that stand out. On top of the operational results, Iam extremely satisfied with the mindset managers are now showing towards business. Creating tension, knowing your own business, asking for root causes, containments and countermeasures and also the process confirmation and go look see arehuge improvementsfor the LEGO business. Iam glad that we had the possibility to hire Lean Coaching for our improvements, without them I think the result would have been different.

Jens Peter Clausen, General Manager Lego Manufacturing Kft., Nyiregyháza, Hungary Shop Floor Management 2008-2009

Lean Coaching provided great guidance and direction for the business during the time we spent with them. they also gave us support when required and openly shared their Lean knowledge and experience. Any kind of issues and difficulties were easy to address with their support.

LC has been able to execute change in many different and difficult sectors of the business, and in both senior and shop floor situations. Their positive enthusiasm allied to their drive and passion makes them a world class agents of change. They are able to listen actively and assimilate information before driving through to deliver results. They build up relationships extremely quick and people trust them almost by default.

 LC are passionate consultants, whose enthusiasm enables them to deliver where others may fail. They are curious and inquisitive and always look for the root cause of issues and problems. Working with them has been a pleasure and their positive attitude and sense of humour make it enjoyable even under pressure.

We have no reservations in recommending Lean Coaching, and would be happy to work with them again anytime.

Ilona Takács, Lean Manager Lego Manufacturing Kft., Nyiregyháza, Hungary Shop Floor Management 2008-2009

Some years ago my team and I worked successfully in a project with Lean Coaching in a production environment. Two years later this success was even acknowledged with an award by a leading business magazine. After taking the management responsibility of a highly service oriented operation with 1200 employees my team and I have adopted lean principles from our experience in production. After the intense daily work with LEAN COACHING we have been able to convince our staff of the advantages of these principles which led to a change in our culture in various ways.

Martin Rentschler, Head of Production Support and Operational Services Mercedes-Benz Daimler AG, Lighthouse project 2006 - 2007