Lean Management is our service.

And your gain.

Our range of services

Improvement has many faces. We look them all in the eye – and help you to make the switch to Lean Production, Lean Management or Lean Six Sigma. We run training courses, optimise your production controls and introduce shop floor management. We implement point/line/plane programmes or your Lean Production System and, if necessary, take over management of production on an interim basis. We produce value analyses and prepare you for certification in accordance with DIN EN ISO 9001:2008 and DIN EN ISO 14001 (Environment). And – we do all this competently and with a 100% focus on practical application.

Production in great shape. Lean Production and Management.

Our goal is to add value
At the heart of our comprehensive management and organisation concept is the idea of adding value. Our aim is maximum quality without any waste:

  • Align all processes in the company to the process of adding value
  • Systematically integrate responsible employees
  • Introduce product and production stream oriented design of processes and organisation while avoiding waste through the use of PDCA/SDCA cycles
  • Comprehensive extension into Lean Administration, Lean Logistics, Lean Development etc.
  • Anchor the ethic of striving for perfection among employees
  • Improve EBIT, leadtimes, inventories and quality

Quality is measureable: Lean Six Sigma.

Success requires assurance
Lean Six Sigma unifies the proven tools of Lean Management with the process stability of Six Sigma – and connects a focus on creating the maximum value with long-term process safeguards. Based on the DMAIC cycle (Define, Measure, Analyse, Improve, Control), we implement the principles of Lean Six Sigma together with all your staff from the top floor to the shop floor. For Lean processes in every department – and for the maximum value creation throughout the company.

  • Six Sigma quality means the complete elimination of errors for each and every product and process
  • Six Sigma quality levels mean fewer than 3.4 defects per million possible defects in manufacturing or service processes
  • Lower than Six Sigma quality, usually a 3 to 4 Sigma level implies quality costs of approx. 10–15% of your turnover – a considerable potential

Practical experience is the best teacher. Vocational training.

Lean for the long-term
The stated aims of our training courses are: to integrate Lean Management and internal Lean Continuous Development into your corporate culture, to make you independent of external Lean Consulting services and to help your own experts to master the practical implementation of all relevant Lean Management tools. Our services include:

  • Training of internal change managers, improvement managers, Lean consultants or Lean Six Sigma Belts
  • Training is based on a combination of 1/3 theory and 2/3 practical experience, supplemented by independent implementation of project tasks Systematically integrate responsible employees
  • Certification in accordance with German approval and accreditation regulations for vocational training (AZWV) and approved by the German Federal Employment Office (Bundesagentur für Arbeit)
  • Preparation for certification in accordance with DIN EN ISO 9001:2008 and DIN EN ISO 14001 (Environment)

Six Sigma training courses in accordance with AZWV
  • Employees: Roadshow: foundation training course with basic simulation exercise
  • Yellow Belt:  WS / 7V / 5S / Visualisation / Standardisation & SMED / TPM / DMAIC / Learning project
  • Green Belt: Lean production including simulation / Quality / Presentation & Project management / Learning project / Performance review and examination
  • Black Belt: Value stream design
  • Champion: Management training


The important tool: The correct controls.

Precision in production
Optimum production controls are one of the most important tools for implementing a lean, inventory-optimized production system. In essence, everything is focused on reducing lead times – based on the smoothest possible operation of the production facilities.

  • Maximum flexibility in terms of machinery and staff capacities (working time models and well-trained workers)
  • Calculation of lean batch sizes in accordance with EPEI (Every Part Every Interval)
  • Control of the product value stream at just one point
  • Control of the manufacturing stream using Pull and FIFO-principles (First In – First Out)
  • Material stream in the smallest possible slots and scheduled deliveries
  • Integration of top suppliers

Create value directly on-site. Shop floor management.

Responsibility for employees
It is only possible to implement continuous and sustainable improvements to processes if employees are supported in their daily work – and if they themselves see the real need for action and setting priorities. This succeeds when employees consistently take on the responsibility of leadership and implement it themselves in the place where the value is created:

  • Clear responsibility of shop floor managers for safety, quality and productivity
  • Visualisation of the current situation through descriptions of processes and the relevant key data, such as productivity, directional stability, work place occupancy or process controls
  • Production and maintenance of standards as the foundation for quality improvements
  • Control of the continuous process of improvement
  • Definition, prioritisation and structuring of the areas for action and problems
  • Clear definition of control loops for communication
  • Structure of the organisation with team structure and cross-departmental functions
  • Introduction of the “right” management relationship

As little as possible. As much as necessary. Point, line and plane activities.

Lean measures as required
Alongside the introduction of complete Lean Management systems, we also offer assistance in implementing targeted individual measures, which help you with Lean processes along the production chain:

  • Point: Kanban, reduction of set-up times, SMED, 5S (ordering and organising the workplace), standardization, development of key data etc.
  • Line: optimization and re-planning of production lines under the aspects of Lean Management. Introduction of TPM, LCA or Lean Logistics.
  • Plane: optimization and re-planning of production locations. Lean Supply Chain.
  • Link: Integration and development of suppliers, Lean Administration.

Strong leadership for hire. Interim management in production.

Strong and flexible management
If you wish, we can provide interim production management during the implementation of Lean Management. Our specialists and consultants have extensive management experience and will help you to implement every measure in the best possible way to benefit Lean Processes:

  • Implementation of Lean Production concepts
  • Clear management in the production department according to targets
  • Management of the complete restructuring or improvement process
  • Coaching and development of current managers
  • Integration of newly appointed employees

Manufacturing costs. A wealth of opportunities to save.

Material costs account for up to 80% of manufacturing costs
As part of a cost reduction project it is important not just to optimise the production processes but also reduce costs of materials. Value analysis allows us to reduce the costs of materials and production for existing products. It can even lead to efficient cost savings for new products – through production-oriented design and target costing. We base our value analyses on EN12973.

  • During the preparation phase we set targets, select products, assemble interdisciplinary teams, analyse data and procure competitor products.
  • The workshop participants then perform functional and cost analysis and compare competitors.
  • Once brainstorming and clustering have been completed, we define the responsible officers and deadlines.
  • Stringent project management supervises the successful implementation of the project and the development of the opportunities.