Business Sectors

• Spatial Sector
• Food-processing Industry
• Automotive Sector
• Electronics Sector
• Pharmacy and Chemistry Sectors
• Retailing and Luxury Sectors
• Banking – Insurance Sector
• Mechanical Sector

Lean applies to single unit industries or of very small series. Alstom, Bomber, Boeing or Airbus undertook Lean workshops for several years. Lean Training work with these companies and has developed a precious knowledge to share. So, in the construction of cryogenic reservoirs, the implementation of tools such as the 5S, the elimination of Waste (Muda) allowed to reduce assembly time and to increase,using constant resources, cadences from 5 to 7 units a year.

Unlike the assembly industries, the pace of an automated continuous process is given by the equipment. We speak very few of productivity but output, efficiency, reliability and quality. We work with our customers to deploy tools coming from the TPM® system : Lean Kobetsu, "batonnage", SMED, autonomous maintenance and the implementation of adapted quality tools: auto-quality matrix, systematic resolution of problems, the 7 tools of the quality.

The results are spectacular and the earnings reach tens of thousands of euros. On one site of yoghourts manufacturing, the application of the first pillars of the TPM, allowed in 6 months to gain 15 points of efficiency (from 70 % to 85 %) on a packaging line. This significant improvement rests on the reliability of the line, obtained by the correction of chronic dysfunctions but also by the increase of the autonomous maintenance realized by the drivers.

Lean was born and evolved mainly in the automobile industry.
Our consultants have a significant experience in the accompaniment of key figures of this domain:
prestigious manufacturers such as PSA, or renowned parts manufacturers (Valeo, Autoliv, Delphi, Sanden, Molex, TI Group, Autocam, Core Products, etc.)..
We helped them to improve the productivity of their manufacturing lines, to shorten their delays of releasing new models, to limit to the "just necessary " investments for new processes, to enhance reliability of their equipments.
It is as well thanks to this robust acquired experience in the automobile industry, by the consultants of Lean Training, that we were able to widen successfully the sphere of application of Lean in the other numerous fields of activity.

The consumer electronics industry is facing a very competitive market where it is difficult to maintain a leading position when you are not among the best at the level of the industrial performance of the means of production. One of the way to resolve this issue is to relocate the production units but it comes along generally with increased risks on the products quality and on the ability of the company to react at the demand of the market.

The alternative which LEAN allows is to improve the performances of the industrial installations with the staff of the company by improving various constituents of production costs in an important way:

• TRS of the automatic installations of components insertions
• TRS of the automatic installations of assembly>
• Direct productivity of the manual assembly lines
• Stocks reduction and production outstanding
• Quality Improvement

Big companies of this sector such as THOMSON, VALEO, SIEMENS VDO, CANON have successfully applied the Lean thinking on these subjects in their plant  and directly improve their performances and avoid relocations.

In the pharmaceutical industry, leaders of these companies are often reluctant about the application of Lean tools because of the particular medical requirements and the sterile environment. It is true for example that it is not about a simple initial cleaning to begin the autonomous maintenance, but it is necessary to insure also the sterilization of all the installations before every production. Despite of these particular conditions, Lean Training showed that the application of the TPM was also effective as in other sector more/well known for its application. Lean Training allowed to realize not only all the ambitious objectives by answering all these requirements but also within a delay of 6 months only for the autonomous maintenance and of 4 months for Lean Kobetsu.

The luxury industry is characterized by a very strong dynamics, reflection of a market in permanent evolution. Customers always look for novelty, exclusivity and with a level of service which excludes any waiting delay. It requires fast adaptations and huge ability to react. The Lean philosophy  basing itself on the reduction of delays, this industry is naturally interested in the tools which we recommend. The LEAN principles are perfectly in agreement with the luxury industry.

• The customer in the center of all our attention
• The capacity to anticipate customers demands
• A very fast answer to market expectations
• A big flexibility of production tools
• The possibility of obtaining what we ask from the beginning
• Delays always shortened (time to market)
• Improved working conditions (Lean ergo ®)

HERMES, GIVENCHY, LVMH began to implement these principles. Others will follow.

Lean applied to service activities or to process of administrative type allows to loosen substantial earnings. Taking into account the real expectations of the customer allows to set up more effective processes : The so defined activities can endow you with a competitive advantage determining in the conquest of new markets: your company creates its own opportunities of growth, supplying to her customers of real surplus value.

So, from the mapping of a complex invoicing process, Lean actions taken by a multidisciplinary group animated by Lean Training, allowed a reduction of 60 % of the number of credit notes caused by errors and 40 % gain of treatment time.

As soon as you have a machine taking part of your product transformation, it is necessary to guarantee an optimal functioning of your equipments in quality term, efficiency and time of changes. You thereby optimize the use of your resources and guarantee necessary conditions for the implementation of just-in-time prerequisites. So, on a multi-weld post (subcontracting heavy truck), achievement were observed with the increase from 62 % to 86 % of the efficiency rate in 6 months, the variability dropped from 15 points to 4 points. The time of change of series went down from 57 minutes to 19 minutes in only 4 months.