Lean Consulting and Training

Successful Consulting and Training projects


Recent Success Stories

In order to maintain privacy and confidentiality sensitive client information is not disclosed unless otherwise agreed to by the client.

Note: In all healthcare projects the guiding goal of improved patient care was achieved.

Lean Healthcare Training and Implementation:
New project beginning in January of 2007.

Lean Sigma Healthcare Training and Implementation:
Full-scale lean implementation in a healthcare facility / hospital. All the benefits of lean systems as well as structured statistical process and quality control / improvement methods were implemented. (2006-07)

5S Training in Healthcare:
5S training and implementation in a healthcare facility. Results include a cleaner and more organized workplace, more motivated employees, standard procedures, reduced 'searching time' and necessary on-hand inventory levels, and improved quality.(2007)

Office 5S Training:
Results include a reduction in travel and motion, improved productivity and efficiency, a cleaner and more organized workplace, more motivated employees, standard procedures, reduced 'searching time' and necessary on-hand inventory levels, and improved quality.(2007)

Lean Healthcare Training and Implementation:
Full-scale lean implementation in a healthcare facility / hospital. This project included training of all personnel in the basic philosophy and applications in order to enable them to perform in Kaizen Teams.  Furthermore, Lean Champions and a Lean Sensei were trained and certified. (2006)

Compensation, Policy Development, and Leadership Strategies
Handbook development, revision of compensation packages, and training in leadership strategies for employee motivation and empowerment.(2006)

Process Streamlining, Quality Improvement, and Employee Empowerment:
Redesigned work and workstation layout in order to establish flow and eliminate nonvalue-adding activities in a healthcare testing laboratory. Improved workspace utilization through 5S. Assisted in a culture change that resulted in an environment conducive to continuous improvement. The most rewarding and most effective element of this project was in helping the firm shift from traditional thinking and management techniques to an employee-empowered, quality-driven, customer-driven, team-based organization.(2006)

Forklift Certification Training
Development of forklift operator certification training program. Also conducted the training sessions for the first 6 months and “trained the trainers”.

Employee Development and Task Clarification:
Redevelopment of job descriptions and performance measures in a government office with roughly 300 employees. Successfully clarified tasks, duties, and responsibilities in all job functions resulting in increased productivity and efficiency while eliminating waste in the value stream. Included employees in the process and therefore improved morale and quality of life for all employees. Eliminated ambiguity and created clearly defined goals. Other observed results include a more productive while yet more relaxed atmosphere and a shift in culture. Environment is now conducive to continuous improvement and employees are recognized for contributing to the success of the organization and that of their coworkers. (2005)

Lean Healthcare Transformation:
One of our most exciting projects this year, we introduced lean concepts in a hospital environment. We first started with 5S training and implementation and implemented a kanban system for supplies. The results were staggering. As part of our ongoing training we have selected an internal champion and 2 improvement teams. We also offered training and guidance in value stream mapping. By focusing all functions in the hospital toward improving the healthcare experience and eliminating waste in the value stream the implementation of lean in healthcare is proving to be an invaluable effort. If all healthcare organizations would turn to lean concepts the patient's healthcare experience would improve and profitability would increase as well. Rather than throwing money at symptoms of deeper problems, lean methods enable us to resolve root causes and produce outstanding results.

Also included in this project was the implementation of lean processes in the office and administrative areas.(2005)

Standard Operating Procedures:
Development of standard operating procedures for all HR functions. Also applied lean processes in order to eliminate waste. By critically examining all HR activities we established clearly defined steps in all HR functions and freed up HR personnel to focus on other much needed tasks. (2005)

Root Cause Analysis:
Having been asked to assist in more accurately predicting the future performance job candidates we first conducted a root cause analysis. Findings revealed that very minor changes in job design and line balancing enabled employees to be more successful. Symptoms of the identified problems were high turnover, high defects/scrap, and unhealthy conflict within teams. Of course conflict is an opportunity for improvement, however, unhealthy conflict is devastating. Other symptoms resolved through these easily implemented improvements were injuries (recordable and minor), the need for overtime, and excessive lead times. (2005)  

Work Cell Redesign:
As part of a lean transformation we redesigned the facility layout to include cellular manufacturing rather than "grouped by function".  This required rightsizing tooling, 5S, and fixture modifications to include poka-yokes. In addition to improving flow and quality, each work station was ergonomically correct.(2006)  

Lean Manufacturing Project:
Lean implementation and training throughout all functions and departments in a manufacturing environment.(2006)

Leadership Training and Development
Six week leadership training program based on proven best practices and methodologies. Curriculum included conflict management, change management, leadership styles, project management, managing diversity, motivational techniques, empowerment and delegation, trait theory, behavioral theories, contingency theory, situational leadership, and contemporary approaches such as attribution theory, charismatic and visionary leadership, and transformational and transactional leadership. Other topics included communication, power, politics, and ethics.(2006)

Leadership Seminar:
One project we are especially proud of is a recent series of leadership seminars offered in a local community. The program was designed to help people understand how leadership skills can improve not only their role in the workplace, but in their family and personal relationships, as well as in the community.(2006)

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