
Sid Harvey, VP & GM, Nelson Global Products, Tier 1 – Operational Improvement.
Lean Coaching was recommended to us by our largest customer as part of an effort to improve results, particularly on-time delivery at one of our largest manufacturing plants. The process started with a detailed analysis of plant operations from order entry through shipping and billing by a talented team of Lean Coaches. ...Continue Reading
Weekly senior management updates quickly began to show two important outcomes, Results were improving across the board, Lean Coaching was coaching but the plant staff was doing the heavy lifting. Key plant metrics including labor efficiency, product quality, safety, scrap, and on-time delivery improved steadily throughout the time of Lean Coaching’s on-site presence but, far more importantly, they continued to improve as Lean Coaching wound down and ended their engagement. In retrospect the real value brought to Nelson Global Products by Lean Coaching was not in them solving our operational problems but in them giving our employees the tools and confidence to continue the progress on their own.
In terms of return-on-investment, our engagement with Lean Coaching has paid for itself several times over in less than one year and is clearly one of the best investments we could have made.

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

Chad Henry, VP, Novo Nordisk Pharmaceuticals, Denmark. Shop floor management coaching.
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. ...Continue Reading
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

Florian Schmitt, Siemens Production System Manager, Lean Senior & Factory Excellence Manager Siemens Building Technologies, Infrastructure & Cities Shop Floor Management (SFM).
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. ...Continue Reading
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.

William Holt Anderson, Department Head, CI & Strategy, Grundfos, Denmark. Visual Management deployment project.
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. ...Continue Reading
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.
GRUNQFQ59<

Paul Erdy, Plant Manager, Western Star Trucks, Portland, OR, USA Jishuken and Kaizen.
“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. ...Continue Reading
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

Preben Haaning, CVP, Novo Nordisk Pharmaceuticals, Clayton NC. Shop floor management coaching.
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. ...Continue Reading
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

Michael Møllmann, Michael Møllmann VP, Novo Nordisk Pharmaceuticals, Hillerød, Denmark. New Product Introduction and Ramp-up.
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. ...Continue Reading

Heinz Mäder, Plant Manager, Siemens Building Technologies, Infrastructure & Cities Shop Floor Management.
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. ...Continue Reading

Bladimir Malavé, Siemens Production System, Lean Senior Siemens Building Technologies, Infrastructure 81 Cities Shop Floor Management (SFM).
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. ...Continue Reading
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.

Jon Eagle, Director at Lego Global Lean Network, Manufacturing Concepts.
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? ...Continue Reading
Simultaneous projects were launched in our Czech Republic and Mexican plants with two clear objectives:
- Ensure that each Plant achieves their Safety, Quality, Delivery, Cost & People Targets for 2010.
- 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.

Charles Runge, Senior Vice President, Straumann Villeret SA, Switzerland Shop Floor Management.
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. ...Continue Reading
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.

Eric Fromentel, Director, Global Lean Coordinator for Global Operations Straumann Villeret SA, Switzerland Shop Floor Management.
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. ...Continue Reading
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.

Thomas H. Ahrens, Executive Vice President Operations Tarkett Group.
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. ...Continue Reading
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

Mike McCurry, Plant Manager at Freightliner TMP, Cleveland, NC Lighthouse project.
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. ...Continue Reading
Mike

Jens Peter Clausen, General Manager Lego Manufacturing Kft., Nyiregyháza, Hungary Shop Floor Management.
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. ...Continue Reading

Ilona Takács, Lean Manager Lego Manufacturing Kft., Nyiregyháza, Hungary Shop Floor Management.
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. ...Continue Reading
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.

Martin Rentschler, Head of Production Support and Operational Services Mercedes-Benz Daimler AG, Lighthouse project.
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. ...Continue Reading

Sid Harvey, VP & GM, Nelson Global Products, Tier 1 – Operational Improvement.
Lean Coaching was recommended to us by our largest customer as part of an effort to improve results, particularly on-time delivery at one of our largest manufacturing plants. The process started with a detailed analysis of plant operations from order entry through shipping and billing by a talented team of Lean Coaches. ...Continue Reading
Weekly senior management updates quickly began to show two important outcomes, Results were improving across the board, Lean Coaching was coaching but the plant staff was doing the heavy lifting. Key plant metrics including labor efficiency, product quality, safety, scrap, and on-time delivery improved steadily throughout the time of Lean Coaching’s on-site presence but, far more importantly, they continued to improve as Lean Coaching wound down and ended their engagement. In retrospect the real value brought to Nelson Global Products by Lean Coaching was not in them solving our operational problems but in them giving our employees the tools and confidence to continue the progress on their own.
In terms of return-on-investment, our engagement with Lean Coaching has paid for itself several times over in less than one year and is clearly one of the best investments we could have made.

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

Chad Henry, VP, Novo Nordisk Pharmaceuticals, Denmark. Shop floor management coaching.
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. ...Continue Reading
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

Florian Schmitt, Siemens Production System Manager, Lean Senior & Factory Excellence Manager Siemens Building Technologies, Infrastructure & Cities Shop Floor Management (SFM).
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. ...Continue Reading
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.

William Holt Anderson, Department Head, CI & Strategy, Grundfos, Denmark. Visual Management deployment project.
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. ...Continue Reading
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.
GRUNQFQ59<

Paul Erdy, Plant Manager, Western Star Trucks, Portland, OR, USA Jishuken and Kaizen.
“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. ...Continue Reading
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

Preben Haaning, CVP, Novo Nordisk Pharmaceuticals, Clayton NC. Shop floor management coaching.
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. ...Continue Reading
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

Michael Møllmann, Michael Møllmann VP, Novo Nordisk Pharmaceuticals, Hillerød, Denmark. New Product Introduction and Ramp-up.
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. ...Continue Reading

Heinz Mäder, Plant Manager, Siemens Building Technologies, Infrastructure & Cities Shop Floor Management.
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. ...Continue Reading

Bladimir Malavé, Siemens Production System, Lean Senior Siemens Building Technologies, Infrastructure 81 Cities Shop Floor Management (SFM).
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. ...Continue Reading
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.

Jon Eagle, Director at Lego Global Lean Network, Manufacturing Concepts.
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? ...Continue Reading
Simultaneous projects were launched in our Czech Republic and Mexican plants with two clear objectives:
- Ensure that each Plant achieves their Safety, Quality, Delivery, Cost & People Targets for 2010.
- 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.

Charles Runge, Senior Vice President, Straumann Villeret SA, Switzerland Shop Floor Management.
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. ...Continue Reading
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.

Eric Fromentel, Director, Global Lean Coordinator for Global Operations Straumann Villeret SA, Switzerland Shop Floor Management.
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. ...Continue Reading
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.

Thomas H. Ahrens, Executive Vice President Operations Tarkett Group.
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. ...Continue Reading
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

Mike McCurry, Plant Manager at Freightliner TMP, Cleveland, NC Lighthouse project.
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. ...Continue Reading
Mike

Jens Peter Clausen, General Manager Lego Manufacturing Kft., Nyiregyháza, Hungary Shop Floor Management.
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. ...Continue Reading

Ilona Takács, Lean Manager Lego Manufacturing Kft., Nyiregyháza, Hungary Shop Floor Management.
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. ...Continue Reading
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.

Martin Rentschler, Head of Production Support and Operational Services Mercedes-Benz Daimler AG, Lighthouse project.
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. ...Continue Reading