www.leanop.com

Driving Excellence

Index

Who we are 3

LeanOp Process 5

LeanOp Academy 15

Training 17

Lean Groups 19

Skills Certification 20

Seminaries 22

LeanOp Consulting 23

Workshops 25

Projects 26

Initiatives 27

Recommended Books 26

2

3

Driving Excellence

We support the creation or implementation of operation management

systems, leading to substantial improvements in the performance

of your business.

We supply services from early planning of the initiative (aligning

stakeholders, business needs, values and change management),

develop skills and competences (soft and hard) to drive the initiative,

support the application (workshops) of the methodology and follow up

(coaching and auditing).

We are flexible to adapt to the companies culture and language, taking

into account your history.

Even thought our goals are linked with the long term we design

strategies and apply methodologies that will impact in the short and

medium term, freeing up resources to deliver long term objectives.

We design customized management systems that will fit your type of

industry and specific needs.

LeanOp

We first listen to the customer defining what value is under his

perspective, not limiting to the use of the traditional definition of value.

We focus not only in waste (Muda), but also in variability (Mura) and

overburdening (Muri), we drive improvements in quality, productivity, but

always taken into account the well being of all the workers.

We focus in transferring knowledge and in creating cultures that will

drive improvements systemically and autonomously.

We involve all the organization in the beginning of the initiative making

this part of our approach, avoiding departments to feel discriminated

against others and improving the communications and collaboration

between them.

We put our focus not only in advance methodologies but also in getting

the basics done in all the departments.

We take into account the specific business needs of our customers, “we

don’t do projects for the sake of applying a flavor of the month”.

4

“Must be fun”

Satisfaction of all

stackholders

Part of company

culture, linked to the

management and

systematic

Organization with

muscular effort of all

Focused

on value

creation

5

LeanOp Process

The business needs are interconnected with the processes and people. It is

unanimous among the managers that their biggest challenge is not the

process but the people, and this is the great differentiator between

organizations. It is essential to create a company culture that focuses on

people.

Capable

People D

evelo

pin

g

Training

Implementation

+ Capable

Processes

Technique

Management

=

Business

Performance

Short Term

Long Term

6

People Capable +

For many, the management is the art of smoothly transferring their ideas

into the hands of subordinates... I believe that the management is to have

the intellectual effort of all employees.

Konosuke Matsushita – Panasonic

in book “Desafios de Gestão Lean” by Kiyoshi Suzaki

Manuel

Parente

Manuela

Esteves

Operations

Responsible

Supervisor

Inte

rme

dia

te

-Standardize tasks

-Implement 5S's -Wall of AutoQuality

-Ideas management

- Calculation of KPIs

- Understand the

superiors

-Capacity planning

-SMED

-Coach

-Working Methods

-Planning

-Continuous

improvement daily

Catarina

Maças

Ricardo

Santos

Production

Responsible

Use of indicators

- Orientation to

Gemba

-Leveling

production

-Kanban

Guilherme

Carvalho

Manuel

Parente Supervisor

- Managing through of

meetings

- Winning paradigms -Junjo, Kanban

Manuela

Esteves

-Balance lines

-Implement 5S’s

- Supermarket

and working cell

To

p

Ge

mb

a

Carla

Couras

Manuela

Esteves

Team Leader

Workwoman

- Align the

organization

- Implement

Mini-company

-Logistic Train

- Jidoka

- Logistic Train

-Leveling

-Kanban’s

implementation

-Increase of

productivity

and quality

7

Capable Processes

Many Lean implementations have too much focus on the technical details,

forgetting completely the part of management. This creates unsustainable

implementations, without focus on the business culture change in which the

improvement is up to all.

Lean Office Administrative/services Process

TPM Availability of Equipment

TQM Capacity of Process

Flow Global Optimization

Mini

Company Daily Continuous

Improvement

Alignment Synchronization

of actions

of all organization

Technique Management

Alignment

From:

Potential loss within the organization and wasted individual energy.

Uncoordinated initiative.

Wrong definition of objectives and tasks.

To:

Use all the potential of all employees.

Focused creativity and initiative.

8

Flow

9

Improving the overall performance of the company by creating flow.

Leading to substantial reductions of lead time, improving flexibility and

service level.

TPM

Improving equipment efficiency, and reducing maintenance

cost by engaging everyone in the organization.

1. Eliminate forced deterioration

2. Eliminate Design Weaknesses

3. Time Base Maintenance

4. Condition Base Maintenance

TPM

5S

AM

SH

E

PM

FI

ET

Off

ice

EM

10

TQM

11

Achieving sustainable improvements in quality by engaging everyone in

the organization.

Prioritize problems, create, solve the root cause and create “poka-yoke”

systems.

Mini Company

Obtain sustainable results and daily improvement.

Balance Score Card

Reviews

Problem Solving

5S and Visual Management

Leadership and Coaching

TWI

Team Work

12

Lean Office

13

Learn how to create flow in an office environment leading to substantial

improvements in service levels and balance between processes.

Making improvements in daily work and of everyone.

14

Short Term

Long Term

Reduction of invested capital

Productivity increase;

Reduction of non-conformities and complaints

Service level increase;

Culture of continuous improvement that leads to systematic increases and

sustainable business performance;

Department interaction improve;

Agile and flexible organization adaptable to new market challenges;

Availability of resources for innovation;

Performance in business

15

Academy

Knowledge

Transfer

+

Share of

Practices

Team

Building

+

Accelerate the knowledge transfer through simulation experiments and use

examples outside the reality of daily experiences, in order to solve current

problems.

We encourage the sharing of practices within and between companies as

a way to accelerate Lean implementation.

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Academy - Products

Competences

certification

Seminars

Lean Groups

Competences certification, emphasizing the

application of methodologies with results to the

business

Training

Lean divulgation conferences.

Conferences with Lean Gurus.

Top management seminars

Reading Events

Continuous Improvement Groups

Mini-company Groups

Based on simulation games

to create skills.

Academy

17

Alignment Coaching and Leadership

Operational Managment System

Change Management

Policy Deployment / Hoshin Kanri

Balance Scorecard

Leadership Profile

Performance Appraisal

Flow Lean Awareness

JIT – Creating Flow

JIT - Creating Flow for process

industry

SMED- Single Minute Exchange

Die

JIT - External Logistics

Lean Planning

Extended Enterprise

Lean Design

TQM Autoquality

Quality Management in the

Extended Enterprise

Problems Solving

Academy

TPM TPM Awareness

TPM Production System

AM – Autonomous Maintenance

PM – Planned Maintenance

FI – Focus Improvement

EM – Early Management

ET – Education and Training

Management of Routine Lean Facilitator

Leadership for Team Leaders

Reviews

5S and Visual Management

Management of Improvement

Project Management

TWI – Training Within Industries

Lean office Lean Office Basics

Flow Office

Office 5S

18

New concepts

Implementation

Sharing

Practices

Feedback

Sessio

ns

Lean Groups

19

Lean groups are focused on a dynamic learning that consists of theoretical

training, and sharing of experiences and difficulties in the implementation of

Lean methodology.

Its main advantage is it’s base on the existent resources of the company,

reducing costs of implementation and because it is dosed causes less stress

in the organization.

Accelerate the transfer of knowledge.

Transfer the knowledge to create the autonomy of the organization.

Certify skills. Certification is obtained after experiences in successful

projects.

Certification of skills

20

Certifications

21

Os nossos serviços

Lean Facilitator

Knowledge and competencies to lead improvement

teams focused in one of the methodologies (Flow,

TPM, TQM, Problem Solving or Lean Office).

Lean Coach

Knowledge and competencies to lead teams of

global improvements in all the LeanOp

methodologies.

Lean Manager

Knowledge and competencies to lead a Lean

initiative, manage change and align stakeholders.

Knowledge to daily lead and motivate teams focused

in continuous improvement of the QCDM goals.

Team Leader

Training + Implementation

Training + Implementation

Training + Implementation

Training + Implementation

Intra-Company Seminars

Available for multi-site companies or multi-business.

Events: Alignment of company’s strategy for top management and middle

management.

Team building of top management;

Specific trainings for CEO and managers

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23

Consulting

Implementation of Lean methodologies in a real context from top management to

the “shop floor" leading to substantial gains in business performance.

Transfer of powers, making employees more capable and ensuring the

sustainability of continuous improvement and the company.

+ +

Project

Management Coaching Implementation

24

Consulting - Products

Mini

Workshop

Workshop

Project

Intensive event that aims to demonstrate the

potential of Lean in a real context.

Initiative

Intensive event with the aim of creating a

pilot area with significant improvements in

performance.

Global optimization of the

company, applying Lean

methodologies adapted

to the type of business.

Optimize the global flow of the

company / family applying Lean

methodologies, making the

process capable, available and

with less waste

Workshops

25

Going from theory into action, supporting the customer and training on

the job, in the real place (gemba).

In a few days moving from vision to reality, these events are important

to break paradigms and consolidate change.

Workshops

Alignment

Mission, Vision, Objectives and Strategy

Creation of Values

Business Needs

Change Management

Reading Exercises

Management of Routine

Balance score card

Reviews

Problem Solving

5S and Visual Management

TWI – Training within industries

26

Workshops

27

Flow

Product Process Matrix

Value Stream Mapping

JIT Events Internal Logistics

External Logistics

Planning

Creating Flow

SMED

TPM – Total Production Maintenance

AM - Autonomous Maintenance

PM - Planned Maintenance

FI – Focus Improvement

ET – Education and Training

EM- Early management

TQM – Total Quality Management

Autoquality

Standardize Work

Quality Problem Solving

Lean office

Lean Office basics

Office 5S

Office Flow

Projects

28

Analysis

Implementation

Follow

Stabilization

Product-process Matrix

Value stream mapping

Sales Analysis

Losses Analysis

SMED

JIT Events

Autonomous Maintenance

Focused Improvement

Problems solving

Autoquality

Standard Work

5S

TWI

Initiatives

29

To integrate the company in Lean management system, it is necessary to involve

the entire organization, distribute and define the responsibilities of implementing

methodologies and be methodical in the project management.

Banker

Mini

companies

Coordinator

TQM

FI

Mini

companies

Problem

Solving

FI

Mini Company Flow

Mini

companies

MasterPlan

Performance

Appraisal

Alignment

Logistic

Problem

Solving

Office 5S

Flow Office

Lean Office Methodology

Leaders

Improvement

Groups

Improvement Commission

Recommended Books

30

Jeffrey Liker, 2004 McGraw-

Hill

ISBN: 978-0-07-144893-2

Jeffrey Liker, 2004 McGraw-

Hill

ISBN: 978-0-07-139231-0

Shrinivas Gondhalekar &

Payal Sheth, 2005, Indus

ISBN: 818-8-56-900-3

William C. Byham , 1998

Ballantive Books

ISBN: 0-449- 00282-9

John Kotter & Holger Rathgeber,

2006, Pan Macmillan

ISBN: 978-0-230-01420-6

Taiichi Ohno, 1988, Productivity

Press

ISBN: 978-0-915299-14-0

Kyoshi Suzaki, 1993, The Free

Press

ISBN: 978-0029-322659

Kyoshi Suzaki, Leanop Press

ISBN: 978-989-20-2084-6

Tokutaro Suzuki, Productivity

Press; 1 edition (1 May 1994)

ISBN: 978-1563270369

Nuno has been working in very diverse manufacturing sectors

(plastic injection, automotive, cranes, precision machinery,

agricultural equipment and food manufacturing) for several

years and applying Lean methodologies in the last 4 years.

He started applying Lean as a production supervisor in

Faurecia, he lead a multisite European Lean initiative at CNH,

Case New Holland (Fiat group), then he moved to the Nestlé

headquarters where he participated in the design of a

worldwide Lean initiative.

Nuno earned a Masters in Mechanical Engineering from

Universidade de Aveiro having passed one year at KTH in

Stockholm. He holds a 6sigma green belt. He is fluent in

Portuguese, English, French and Italian.

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www.leanop.com

+351 256 098 650 Driving Excellence

consulting

LeanOp@LeanOp.com

training

Academy@LeanOp.com

publications

Press@LeanOp.com