Methodology & Tools

Intention – LEAN Operation & Project for all industries

cLEAN: LEAN Operations to train problem solving competences

5S (Basic workplace organisation)
Focus on value stream analysis
Continuous improvement (Kaizen)
Standardization & visual management for efficiency
Empowerment of frontline employees
Just-in-time (JIT) & PULL production (Produce what customer needs, i.e. NOT for productivity)

ciDA: LEAN/AGILE Project Management to benefit from problem solving competences

Workflows derived from LEAN principles: iterative planning, continuous learning, transparency, empowerment, cross functional flows
Overall solution & mission orientation: Milestone management, risk assessment, prioritization
Organisation: servant leadership to foster self organization of teams & empowerment
Delivery: Early and continuous (incremental)

Main improvement – LEAN methods

Operations with low maturity level often made initial bad experiences with 1st LEAN introductions. (considering it a „fashion“ or „hype“ without purpose and benefit)

Aspect	Bad LEAN = burning organizations & (human) ressources	Good LEAN = cLEAN

Main improvement – LEAN results as a journey

What to expect from cLEAN:

Process optimization
Organisation development
A maturity model for process orientation
Find bottlenecks and unleash hidden strengths
Immaterial values take lead over material indicators
Learning arises from change

Remark: cLEAN needs

committment by top management
roll out also in office areas
agreement with employee representatives

Main improvement – examples Steel industry

Area	Before LEAN	After LEAN

Main innovation – Project Management frameworks

Project Practices – Resource utilization over time

Process in short cycle = „Shuttle Bars“

We transform Bottom-Up:

Listen needs and interest
Systematic involvement of all PARTNERS: Participation and determination
Bottom-Up does only fail briefly („fail fast and soft“) and creates learning and adaptation

Exemplary Approach

Methodology Matrix