Case studies
Operational efficiency development with a metal industry production company employing ~150 people
STARTING POINT; CLIENT NEEDS :
The CEO and production leader of a West-Hungarian production company participated at one of our open-call, 5-day Lean Manager training. At the end of the training they committed to seek our help from time-to-time should they need assistance in developments. The Hungarian plant was a pioneer since Lean management principles were not used in the entirety of the group.
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Supporting Lean with a multinational car industry production company with ~120 employees
STARTING POINT; CLIENT NEEDS :
A Budapest-based production company wanted a local partner helping them build their Lean introduction concept.
The main selection criteria by the CEO and the production leader were the following:
trainer and consultant background were essential for them, since both types of activities were in need
the consultant to be Budapest-based so that even a half-day cooperation could become economically feasible
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Introduction of Lean in Car Industry Supplier Environment
STARTING POINT; CLIENT NEEDS :
Car industry has always been a pioneering efficient plant management. It is not a coincidence that Lean Management has also started from car industry. Top management of one of the car industry supplier companies of East-Hungary, employing ~500 employees, started to hear more and more about Lean. While visiting other plants, they were also discovering different and more efficient solutions coming from Lean Management. They decided to get to know more of this philosophy, methodology and tools…
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Supporting Cost Reduction Projects with a Food Industry Multinational
STARTING POINT; CLIENT NEEDS :
Nowadays, there are not many industries where top management is not focusing on cost reduction targets in their production processes. This was the exact case with our meat processing clients employing ~2000 people. The first and mid-management of the company, including: plant, maintenance, MEO, shift leaders and group leaders were directly supporting production. They have already participated at a leadership development programme where they already got acquainted with hard and soft skills elements necessary for handling leadership challenges. Besides the classic leadership trainings, they’ve participated at Lean management trainings too. The production director was expecting to see the rise of cost reduction projects, where leaders would start up and follow through cost reductions on their respective areas. Since this was not happening, the director asked us to support these people with launching real development projects that would finally become auto-running in the mid-and long-term.
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Process Development Through LEAN in Finance Environment – Case Study
Should a service be substandard, it does not necessarily show right away, or at all. If the competition is not tight, the damages caused might not be considerable. Because of these circumstances, providers do not build an adequate measurement system to ensure quality of their service.
Unfortunately, this was the case for a long time in the financial services sector too. Policies and obligations embedded in law guides banks on how to handle complaining clients. Thanks to these balances, this is working great. Is it possible to work faster than given deadline, is it possible to work cheaper and yet still be abiding the law? Through the application of Lean approach, it is highly possible, and we’ll show how with this case study.
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Car Industry Enterprise: Establishment of Internal Leadership Academy
Goal:
Establishment of a Leadership Academy, where all leaders will participate at. It is a 3-year long programme where leadership skills and competences will be challenges and developed .
CIRCUMSTANCES :
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How Trainers Should Adapt to Generation Changes
While the training market is not that stirred yet, other industries are highly challenged by the different consumption, information management and lifestyle choices of Generation X, Y, and Z. Loads of articles and conferences try to figure out and handle these visibly different approaches. Most probably trainers working in all sectors were confronted with these challenges, yet there is no overall, coherent and homogenous approach to handling such generational questions in training contexts.
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