professional training catalogaxsens.com/wp-content/uploads/2017/05/axsens-bte... · ·...

C A T A L O GP r o f e s s i o n a l T r a i n i n g

educationservices by

Reveal your team’s talent

Trainers with practical experience

Results-based culture

Tell me and I forget.Teach me and I remember.Involve me and I learn.

Benjamin Franklin

1

Our Training cOurses

Our Company provides professional training that has always been an important part of our activities. This catalogue is dedicated to guiding you when choosing the various methods and tools that you will use to successfully meet your challenges. It also aims to emphasise the dimension and role of the human factor, which needs to be continuously improved with theoretical and practical training.

Senior Consultants with solid experience acquired in industrial environmentsQualified trainers with a talent for teaching

Various equipped Training rooms & e-Learning , on-site, in our Toulouse, Paris, Tunis, Casablanca & Moscow officesAt your premises & anywhere in the world thanks to our international mobilityIn French, English, German, Spanish, Danish, Arab, Russian, Italian, Berber, Vietnamese and various other languages spoken by our staff. Our services also spread through our partner network (Morocco, Tunisia, Eastern Europe, etc.)Via various adaptable modes:

Inter-companies: Sharing Experience & mutualisingIntra-companies: Customization & capacity to make your organisations workCoaching: Vector for change & continuous improvement in the long termTraining Seminar: Presentation on a selected theme

We use the element of surprise to encourage participation and comprehensionOur classroom training courses culminate in Action Plans, where applicableWe believe training should be accompanied by customised continuous improvement supports services*

Real-life examples from deep experience on the field Promote sharing among traineesDiversify the educational tools to maintain interest & participation

Practical application exercises, case studies, setting of the context, etc...Games (5S, Lean, Flux, Company Simulation, Lego, etc.), movies, Sites Visits, etc.

Immediate practical applications either on-site or during the training course

* Contact us for further information on our continuous improvement support services by subscribing:SCA© : Supply Chain AssistanceLMA© : Lean & Methods Assistance

Our Trainers’ profile

Our Trainings locations

Our Approach

The Axsens® Method

2

HisTOrY

Industrial progress throughout the 20th century enabled companies to move from traditional handcrafts towards the modern industrial production model. In this context, it became increasingly difficult for a single worker to master all the skills necessary to produce goods or services.

1938 : creation of an inter-trade association dedicated to the work study within the CNOF (Comité National de l’Organisation Française - National Committee of French Organisation). This association was called the Bureau des Temps Elémentaires (bte), or the study-office of elementary times.

1942 : bte separates from the CNOF and establishes its own association of public utility (under the French law of 1901). From the earliest days of its inception by major companies of the period, bte established itself as the uncontested leader in the area of time study, basing its work on the principles of MTM (Methods-Time Measurement) and the Bedaux system. bte approached the study of time and motion in the wider context of scientific management, concentrating its energies on research and training as well as publications on the study and measure of time, methods and scheduling.

1996 : establishment of IME (Industrial Management Expertise), a Consulting and Training firm specialized in production

1997 : acquisition of the brand bte

2000 : creation of LME (Logistics Management Expertise), a Consulting and Training firm specialized in global logistics and process analysis.

2003 : LME and IME merge, company name is changed to bte (Bureau Transfert Expertise). The new company is co-managed by Jean-Claude Simonet.

2005/2006 : Launch of Axsens by Aymeric de Valroger. Axsens specializes in industrial Supply Chain management (SCM).

2007 : bte is certified ISO9001 v2000

2008 : Launch of the innovative service Supply Chain Assistance (SCA®) by Axsens

2009 : Launch of the Axsens office in Paris & launch of the network APN® (Axsens Professionals Network)

2010 : Merger of Axsens & bte. The brand bte becomes Axsens “Training” brand. The merged firm Axsens obtains the ISO 9001 v2008 qualification. Launch of the innovative service Lean Manufacturing Assistance (LMA®) by Axsens

2011 : Over 300 customers do business with Axsens! The holding of the Axsens group is set up. The Paris office is setup.

2012 : All Axsens offices are ISO9001 v2008 certified. Axsens launches its regular “business breakfast” series. International Development of the Axsens group accelerates.

2013 : Our recognized “bte” Training Catalog is made available in english. Time to build our success and our future together!

3

4

Implement the necessary conditions to succeed in change management. Steer your company’s projects.

Monitor and control your action plans.Improve your company’s capacity to anticipate; be pro-active, flexible, and reactive; and

increase productivity. Design and follow through on best practices.

Transfer the tools and know-how from the specialists to put actions in place on a strategic, tactical and operational level. Help your company to achieve your objectives through designated on-site support.

Inter-company: To develop an exchange of experience and knowledge to enrich your learning process. Intra-company: A made-to-measure approach for your company to achieve the company objectives. Coaching: Personalised support on an individual or group level to attain your company objectives.

Supply Chain ManagementProduction, Purchasing & Logistics Lean & 6 SigmaIndustrial Engineering methods and practice Industrial Maintenance Management Systems QSEManagement & Communication

AeronauticalAutomobile

Medical & CosmeticsLuxury Goods

Manufacturing industryMetal industry

Transports & WarehousingFood industry

CONSULTING & ENGINEERING

TECHNICAL SUPPORT

TRAINING

OUR KNOW-HOW

AREAS OF EXPERTISE

Our ambition is to harness all your expertise and our know-how to enhance performance and success for your company.

5

Over 300 clients in 8 industrial sectors, ranging from small & medium businesses to multi-national groups

Strategic, Tactical, Operational & Execution

Training, Engineering, Audit & Consultancy, Change Management

Over 30 senior consultants based in 3 offices (Paris, Toulouse, Casablanca) & a network of partners.Internationally mobile across the 5 continents, 10 languages spoken by our team.

ISO 9001 v2008 (n° 2010102115)Organisme de formation certifiésous le numéro d’existance 73 31 05896 31SCOR (www.supply-chain.org)Lean - Black belt 6 sigma

Industrial processes, organisation and tools

Supply Chain (including transports & warehousing)Lean & Industrial MethodsQualityIT systems project support

AXSENS®, bte®, SCA®, LMA®, APN® (Axsens Professionals Network)

Solid industrial knowledge, proven track record in Supply Chain / Lean / Industrial Engineering methods and practice... & a wealth of hands-on experience.

Clients

Levels of applicability to the business

Services

Team

Certified training organisation number

Expertise

Areas

Brand names

Our key differentiators

N°2010102115

summ

ary

6

Durationin days

Durationin days

4 d4 d2 d4d4d4d8d

8 d1 d +1

4 d2 d1 d

16 d4 d3 d3 d

5 dContact us

Contact us

1 d2 d2 d2 d3 d

4 d8 d2 d2 d6 d3 d

2 d +12 d

3 d15 d3 d7 d3 d

3 d4 d2 d

3 d2 d2 d2 d1 d

1 d0,5 d0,5 d1 d2 d

2 + 2 d3 d20 d5 d

Page

Page

8899

101011

2626272728

17181919

1112121313141415

2829303031313232

2021222223

151616

3333343535

3636373738

23242425Lean Manufacturing ..............................................................................................

Process analysis - Value Stream Mapping (VSM) ....................................................6 Sigma - Reducing process variability .................................................................Aeronautics Lean Six Sigma Level 1 .......................................................................Aeronautics Lean Six Sigma Level 2 .......................................................................Aeronautics Lean Six Sigma Level 3 .......................................................................Lean Six Sigma in Service Industry ........................................................................

Build an autonomous team ....................................................................................Supply Chain Management (SCM): extended entreprise .........................................Organise physical flows .........................................................................................Stocking / Warehouse flow management ...............................................................Warehouse Management System (WMS) ................................................................

Industrial Engineering Methods & Techniques ........................................................Value Analysis .......................................................................................................Industrial Project Management ..............................................................................Fast quotation estimation ......................................................................................

Problem analysis and problem solving methodology - [8D] .....................................5S - Initialising the Continuous Improvement Approach ..........................................5S - Computer, Documentation & Office .................................................................Identification and measurement of quality costs .....................................................Customer Satisfaction Measurement .....................................................................Performance Indicators and Dashboard ..................................................................Participative Visual Management (PVM) ..................................................................Continuous Improvement Toolbox ..........................................................................

Secure procurement ..............................................................................................Mastering the basics of production management ...................................................Optimise industrial planning ..................................................................................Sales & Operations Planning (S&OP) ......................................................................Establish and monitor the Master Production Schedule - MPS .................................Just In Time (JIT) - Setting up a pull production system .........................................Initiate plan for reduction of stock and work-in-process .........................................Making sales forecasts reliable ..............................................................................

Ergonomics and working conditions ......................................................................Work study techniques ..........................................................................................Improving workflows through layout ......................................................................SMED (Single-Minute Exchange of Die) ..................................................................Constraints management: Theory Of Constraints (TOC) ...........................................

Failure Mode Effects and Critical Analysis............................................................... Statistical Process Control (SPC) ............................................................................Experimental Design (basic introduction) ...............................................................

Control Supply Chain performance .........................................................................Purchasing function: Environment and process ......................................................Sourcing and Supplier control ................................................................................Purchase marketing: approach and tools ................................................................Implementing traceability ......................................................................................

Incoterms® 2010 ...................................................................................................Increase awareness of airport access rights ...........................................................Air Cargo Security EU 11.2.3.9 ...............................................................................Air Cargo Security EU 11.2.4 ..................................................................................Transport optimisation ...........................................................................................

Time measurement ...............................................................................................Pace Rating ...........................................................................................................MTM 1 - Methods-time measurement ...................................................................MTM 2 - Methods-time measurement ...................................................................

Approach and methodology

Organise

Industrialisation

Continuous Improvement Tools

Plan

Process methods

Refinement Tools

Purchase and Control

International transport and logistics

Time studyLEAN & 6 SIGMA

PROduCTION, PROCuREMENT ANd LOGISTICS

INduSTRIAL INGINEERING METhOdS ANd PRACTICE

TraINING

7

Durationin days

Durationin days

16 d4 d4 d3 d3 d4 d3 d

4 d4 d4 d4 d3 d8 d5 d4 d3 d3 d

1 d + 1

3 d4 d4 d5 d3 d

3 d1 d

3 d5 d1 d4 d

2 d4 d3 d2 d2 d2 d2 d2 d3 d2 d

3 d2 d3 d

Page Page

39404041414242

5353545455555656575758

5859596060

6161

626364

43434444

45454646474748484950

515152

Industrial Maintenance Methods Techniques (IMMT) ..............................................Defining a maintenance strategy ...........................................................................Structuring and managing maintenance ................................................................Self-maintenance ..................................................................................................FMECA applied to Maintenance ..............................................................................Scheduling maintenance operations ......................................................................Total Productive Maintenance (TPM) ......................................................................

Persuasion and winning over .................................................................................Anticipation, management and resolution of conflicts .............................................Chairing meetings effectively .................................................................................Transfer your expertise ..........................................................................................Daily management ................................................................................................Training foremen ...................................................................................................Encourage and mobilise your team ........................................................................Stress management ..............................................................................................Personal and group efficiency ................................................................................Know your production team ...................................................................................Managing & Leading...............................................................................................

Company presentation: your company’s image ......................................................Self-expression and improved communication .......................................................Public speaking .....................................................................................................Leading a training course ......................................................................................Train the Trainer ....................................................................................................

Career Assessment ...............................................................................................Getting recruitment interviews right .......................................................................

Attendance sheet ..................................................................................................General conditions .................................................................................................Join us ..................................................................................................................

Quality Management .............................................................................................Head of Quality Management function ...................................................................Introduction to Quality ...........................................................................................Awareness to health and safety issues ...................................................................

ISO 9000 standards ..............................................................................................Develop quality system in preparation for certification ............................................ISO 14001 - Environmental Management System ...................................................Conduct environmental analysis of your site ...........................................................Implement and control regulatory watch ...............................................................ISO / TS 16949 - Automotive standard ....................................................................EN 9100 - Aerospace standard ..............................................................................IMS - Integrated Management System (Quality Safety Environment) ......................OHSAS 18001 - Health and Safety Management ....................................................Occupational risk assessment: Single Document ...................................................

Customer satisfaction survey .................................................................................Internal Audit process ............................................................................................Supplier Assessments and Audits ...........................................................................

Implementation of management systems

Management

Communication

Career

Standards and certification

Measurement and improvement

INduSTRIAL MAINTENANCE MANAGEMENT, COMMuNICATION ANd CAREER

MANAGEMENT SySTEMS (QuALITy, SECuRITy, ENvIRONMENT)

LEAN & 6 SIGM

A

Rate: contact us

Rate: contact us

Duration: 4 days

Duration: 4 days

Custom TrainingWorkshop Training


Process analysis - Value Stream Mapping (VSM)

Lean Manufacturing

Company

Participant

Company

Participant

- Accelerate and streamline processes to meet the customer needs - Put in place a lean approach by using a structured and sustainable method and

its associated tools - Become a key actor in the company’s change management

- Prepare the organisation of processes, the pre-requisite to all quality certification approaches

- Identify and map major company processes - Master Value Stream Mapping method

Directors, engineers and managers responsible for production, logistics, sales, methods, quality, actors of industrial and supply chain systems

Directors, engineers and managers responsible for production, logistics, sales, methods, quality, actors of industrial and supply chain systems

- Training based on real-life situations - Combination of methodological approaches, real-life examples and practical exercises - Immediate on-field application through a lean project

- Training based on real-life situations - Combination of methodological approaches, real-life examples and practical exercises - Immediate on-field application through the establishment of a process map

Support in implementation provided upon request

Economic environment and the company - From the local economy to globalisation - Customer requirements and behavioural changes - The industrial problem: new constraints

Lean Manufacturing - The concept and the approach - The expansion to the Lean Enterprise

Deployment of the Methodology - Problem-solving method - 5S, JIT, SMED, TPM - Dynamic indicators - Lean toolbox - Visual Participative Management - Provision of parts

Lean Tools - Problem solving method - 5S, JIT, SMED, TPM - Dynamic indicators - Lean toolbox - Visual Participative Management - Provision of parts

Implementation of first steps of lean project

Reminder: Quality Management System Requirements - Fundamental characteristics of quality norms - Economic environment

Process Analysis - The customer - supplier relationship - Input data, output data - Process characterisation - Different processes

(Management, Support, Operational)

Value Stream Mapping Approach - Project organisation - Process Analysis Steps - Characterisation of tasks and activities

(sequencing, quantification, qualification) - Mapping illustration techniques - Major process characteristics and performance

indicators Pre-requisites - Basic VSM tools - Organisation of documentation - Conditions for success (product, process and

cultural barriers)

Implementation of a process mapping


Implementation

Objectives

Objectives

Course Content

Course Content

Target Group

Target Group

Learning Methods

Learning Methods

Implementation

8

LEAN & 6 SIGM

A

Rate: contact us

Rate:

Duration: 4 days

Duration: 2 days

Custom Training

Custom Training /Classroom Training

830 € HT(Classroom, by trainee)

Aeronautics Lean Six Sigma Level 1

6 Sigma - Reducing process variability

CompanyParticipant

CompanyParticipant

- Prepare the implementation of a 6 sigma project - Understand the fundamentals of a 6 sigma approach

- Prepare the implementation of a Lean Six Sigma project - Learn about fundamentals for a Lean Six Sigma approach

Directors, engineers and project managers, managers responsible for production, logistics, sales, methods, quality, actors of industrial and supply chain systems

Directors, Project Leader, Engineers and Managers responsible for Production, Supply Chain, Sales, Manufacturing Engineering, Quality, Industrial & Supply Chain actors

Combination of methodological approaches, real-life examples and practical exercises

- Project management knowledge - Lean Manufacturing knowledge

- Aeronautics knowledge - Lean Manufacturing knowledge - Entry level validation by MCQ

Combination of methodological approaches, real-life examples, practice exer-cises and case study


Support company for the implementation of Lean Six Sigma approach on request

Reminder: The Lean Fundamentals - Project structure and approach management - Lean project steps

Process / manufacturing process variability - Industrial tool characterisation - Variability - Capable - Not capable process - SPC and control cards: statistical approach

6 sigma methodology - Steps of a 6 sigma project in production and its

content: DMAIC - Steps of a 6 sigma project in development and

its content: DFSS - Lean - 6 sigma complementarity

6 sigma management - Success factors - Project actors and structure (Green,

Black, Master Black Belt and project review)

Introduction to the continuous improvement - What’s Lean Six Sigma (LSS)? - What’s performance? - Capability basics - How to implement LSS? - The 7 wastes - The Value Stream Mapping (VSM) - Associated indicators - Takt Time

DMAIC - The approach - Define - Measure - Analyze - Improve - Control

Elementary statistics - Main statistical indicators - Distribution law - Common sense and statistics

Objectives

Objectives

Course Content

Course Content

Target Group

Target Group

Learning Methods

Prerequisites

Prerequisites

Learning Methods

Implementation

Implementation

9

LEAN & 6 SIGM

A

Rate: contact us

Rate: contact us

Duration: 4 days

Duration: 4 days

Custom Training

Custom Training



CompanyParticipant

CompanyParticipant





Combination of methodological approaches, real-life examples, practice exercises and case study

Combination of methodological approaches, real-life examples, practice exercises and case study





Refresher on elementary statistics

Statistical Process Control - Control cards - Capability - Measurement System Analysis

Push flow vs. pull flow - Benefits and drawbacks

DMAIC - Approach refresher - Case study

FMEA (product, process) - The approach

Advanced statistics - Standard normal distribution law - Confidence intervals - Power and sample size

Hypothesis testing - Fundamental concepts (α and β) - Process and means tests - Variances tests

Participative Visual Management

Advanced statistics - Fundamentals refresher - Simple linear regression - Multiple linear regression

ANOVA - Introduction - One-way ANOVA - ANOVA fully nested

Design of experiment - Factorial design - Fractional design - Fractional factorial design

DFLSS - Stakes - Specific tools - Quality Function Deployment - Functional analysis

MINITAB - Presentation - Get started

Objectives

Objectives

Course Content

Course Content

Target Group

Target Group

Learning Methods

Learning Methods

Prerequisites

Prerequisites

Implementation

Implementation

10

LEAN & 6 SIGM

ADuration: 8 days


Rate:Duration: 5 daysCustom Training /

Classroom Training1900 € HT(Classroom, by trainee)

Rate: contact usLean Six Sigma in Service Industry

Problem analysis and problem solving methodology - [8D]

Company

Participant

- Accelerate and streamline processes to meet customer needs - Implement Lean by a structural and sustainable methodology with associated tools - Actor wishing to be involved in a LSS project in its company. Manager wishing to upgrade its teams

& support them in a LSS initiative. Leader wishing to launch a momentum, to structure a seminar about associated change management.

- Better integration between a continuous improvement initiative and Voice Of Customer (upstream and downstream

Marketing Managers, Customer Satisfaction Managers, Service Level Agreement Managers, Transverse internal/external treatment process owner, « end-to-end » approach and involving Quality

- «Training-Action» from a real company business case (company own data in the case of an INTRA training, Customer test case with key process data for INTER)

- Mix of methodological contributions, concrete examples and practical exercises (50% of synopsis). Sharing background and operational experience with senior trainer

- Immediate practical application in the field through a Lean Six Sigma project

Lean & LSS projects deployment following the training

Context & economic environment - Customer requirements and behaviour

change - Industrialization of Services processes - State reform: definition & issues - The concept of SLA (Service Level Agreement)

and engagement to meet these SLA - The shift to a Service oriented economy - Benchmark between Services &Industry

Lean Six Sigma in Service Industry - Concept and approach - Appropriate tools - Expected Quality

(from Customer Verbatim to ECC) - Perceived Quality

(Satisfaction Surveys Design & Treatment) - Voice of Customer (VOC) Integration

Methodology deployment - Methodology different steps - Performance measurment in Servive

Industry - Issues qualification and

quantification - Evaluation of sources of productivity - Process analysis: mapping - Action plan implementation

Completion of a LSS (Lean Six Sigma) project first steps

CompanyParticipant

- Put in place robust and sustainable solutions to get rid of basic problems - Understand, analyse and solve complex problems - Master the 8D methodology

Engineers and managers responsible for production, logistics, methods, quality, foremen, operators requested to act when facing non-conformities

- Combination of methodological approaches, real-life examples and practical exercises - Case study

Set up a team responsible for solving a detected company problem

Problem analysis and problem solving methodology - 8D - Objectives - What is 8D? - Pre-requisites: QOS (Quality Operating System)

The 8 steps of the methodology - 8D report and associated documentation - Defining the team - Describing the problem - Protecting the customer - Determining root causes - Defining corrective actions - Implementing the action plan

- Triggering preventive measures - Debriefing

Tools adapted to each step (toolbox) - 5-Whys, WWWWWH, Brainstorming - Matrix (compatibility, decision, etc…) - ABC, Pareto - Ishikawa - etc…

Case Studies

Objectives Course Content

Target Group

Learning Methods

Realization


Target Group

Learning Methods

Implementation

11

LEAN & 6 SIGM

A

Rate: contact us

Rate: contact us

Duration: contact us

Duration: contact us



5S - Computer, Documentation & Office

5S - Initialising the Continuous Improvement Approach

People

Environment

Quality

- Promote Participative Management - Transform people’s attitudes and behaviour by using the continuous

improvement approach - Improve the workstation organisation and ergonomics - Reinforce company’s brand image - Implement and conduct a continuous improvement project - Involve all employees

Any employee, future 5S project leaders

- Training based on real-life situations - Combination of methodological approaches, real-life examples and practical exercises - Immediate on-field application through the implementation of a 5S project



Intuitive 5S discovery - 5S game - Game synthesis

Pre-requisites for the approach - Know-how: Toolbox (simple and common sense) - Behaviour: 3 areas of the participative approach

Preparation of the project - Logistic organisation of the project - Appraisal of current situation (project file, pictures

before starting, etc…) Communication plan - Communication plan for company personnel - Communication board

Immediate actions «I see - I do» - Clear, tidy, clean

Stabilisation of the situation - sustainability - Organise, identify, mark, document - Measure: environment evaluation

Continuous Improvement - 5S project closure and transfer to operators - 5S approach presentation and rules - Vitality indicator

People

Environment

Quality

- Promote Participative Management - Transform people’s attitudes and behaviour by using the continuous

improvement approach - Improve the workstation organisation and ergonomics - Reinforce company’s brand image - Implement and conduct a continuous improvement project - Involve all employees

Any employee, future 5S project leader

- Training based on real-life situations - Combination of methodological approaches, real-life examples and practical exercices - Immediate on-field application through the implementation of a 5S project

Intuitive 5S discovery - 5S game - Game synthesis

Pre-requisites for the approach - Know-how: Toolbox (simple and common sense) - Behaviour: 3 areas of the participative approach

Preparation of the project - Logistic organisation of the project - Appraisal of current situation (project file, pictures

before starting, etc…): information content, filing systems, back-up means, file structuring, archiving rules, e-mails, etc...

Communication plan - Communication plan for company personnel - Communication board

Immediate actions «I see - I do» - Clear, tidy, clean

Stabilisation of the situation - sustainability - Organise, identify, mark, document: storage space

and security - Measure: environment evaluation

Continuous Improvement - 5S project closure and transfer to operators - 5S approach presentation and rules - Vitality indicator


Target Group

Learning Methods

Implementation


Target Group

Learning Methods

Implementation

12

LEAN & 6 SIGM

A

Rate:

Rate:

Duration: 2 days

Duration: 1 day





Customer Satisfaction Measurement

Identification and measurement of quality costs

CompanyParticipant

Company

Participant

- Monitor quality control costs - Put in place a methodology for follow-up of quality control costs

- Identify customer expectations by evaluating their level of satisfaction in order to detect areas for improvement

- Put in place customer satisfaction measurement system

Engineers and managers responsible for production, logistics, methods, quality, foremen, operators

Engineers and managers responsible for production, logistics, methods, quality, sales, foremen



Establish a dashboard for monitoring quality control costs

Establish a dashboard for monitoring customer satisfaction

Company challenges - Company environment and customer requirements - Different notions of cost

Identification of costs - Different notions of quality (normative, institutional, negotiated) - Determining quality control costs (correction costs, detection costs, prevention costs) - Failure analysis and numbering

Cost control - Establishing the quality control costs (COQ - costs for obtaining quality) - Monitor improvement actions (PDCA) - Dashboard and associated indicators (QOS)

Company challenges - Market economy and customer requirements - Company constraints

Customer satisfaction components - According to different standards - Explicit and implicit needs - Evolution of quality and expression of customer needs during use

Quality: a relative concept - Negotiated and validated specifications - Objectives and quality measurement: factual and objective approach

Conceiving a customer satisfaction survey - Survey preparation: objectives, organisation, existing information, methodology - Questionnaire creation: formulation of questions, evaluation grid - Result analysis

Objectives

Objectives

Course Content

Course Content

Target Group

Target Group

Learning Methods

Learning Methods

Implementation

Implementation

13

LEAN & 6 SIGM

A

Rate:

Rate:

Duration: 2 days

Duration: 2 days





Participative Visual Management (VPM)

Performance Indicators and Dashboard

Company

Participant

Company

Participant

- Know the company performance on a regular basis by using a relevant management tool

- Identify relevant indicators and establish a dashboard to ensure the measurement of process effectiveness and quality system

- Know the company performance on a regular basis by using a relevant ma-nagement tool

- Identify relevant indicators and establish a dashboard to ensure the measurement of process effectiveness and quality system

Engineers and activity managers, process managers, foremen

Engineers and activity managers, process managers, foremen



Establish a company dashboard (+ support its implementation, if requested)

Establish a company dashboard (+ support its implementation, if requested)

Basics of Performance Management - Which objectives? What is to be measured? To do what? (VA and NVA) - Target adjustment: WWWWWH and power of influence over the result (actors / perimeter)

Establishing indicators - How to define a measure? (concept of major characteristics) - Different types of indicators (static, dynamic) - Data collection and distribution of results - Visual display

Dashboard - Meta-rules for the establishment of a dashboard - Different types of dashboards (scorecards) - Result analysis

Case Studies

Introduction - Why use VPM? - Advantages of VPM

Pre-requisites - Factory Focus - Autonomous Team concept - Important role of middle management (control) - Learning cycle (time factor)

VPM implementation - The 3 areas of the participative approach - Tools promoting everyone’s participation and implication - Short interval animation (SIA) - Communication boards

VPM activation - Case studies - Simulations

Objectives

Objectives

Course Content

Course Content

Target Group

Target Group

Learning Methods

Learning Methods

Implementation

Implementation

14

LEAN & 6 SIGM

A

Rate:

Rate:

Duration: 3 days

Duration: 3 days





Continuous Improvement Toolbox

Failure Mode Effects and Critical Analysis

Company

Participant

CompanyParticipant

- Give each organisational level the degree of autonomy needed to resolve simple problems (80% of a company’s problems)

- Know and be able to use simple analysis, synthesis and problem solving tools wisely

- Anticipate reliability of products, processes or services - Understand and manage FMECA methodology

Engineers and activity managers, process managers, foremen, operators

Engineers and managers responsible for production, logistics, methods, quality, actors involved in the design process



Delivery of toolbox guide for daily use

Support FMECA implementation in the company, provided upon request

Introduction - Concept of performance - Learn good habits

- Different tools - 5-Whys - 5S - 7 wastes - 8D (+ QOS) - FMEA - Brainstorming - Strengths - Dynamic indicators - JIT (principle, tools and Kanban) - Participative Visual Management - Matrices (of compatibility, comparison, decision)

- Pareto and ABC analysis - PDCA (Action Plan management) - WWWWWH - SMED - Takt Time - TPM - Overall Equipment Effectiveness (OEE)

Total effective equipment performance (TEEP) - Weighted voting system - VSM

Introduction - Aim - Definition - Different types of FMECA - Principle

FMECA process - Key definitions - Risk Priority calculation

FMECA Steps - Preparation - Development - Follow-up - Output

Case Study

Objectives

Objectives

Course Content

Course Content

Target Group

Target Group

Learning Methods

Learning Methods

Implementation

Implementation

15

LEAN & 6 SIGM

A

Rate:

Rate:

Duration: 2 days

Duration: 4 days





Experimental Design (basic introduction)

Statistical Process Control (SPC)

Company

Participant

Company

Participant

- Acquire methodology to control processes in order to avoid non-conformities appearing in production

- Understanding and implementation of SPC

- Validate processes and products under defined conditions of operation and use

- Understand basics for setting-up experimental design and exploiting results

Engineers and managers responsible for production, logistics, methods, quality, foremen, operators

Engineers and managers responsible for production, logistics, methods, quality





The Process 5M’s

Analysis of types of dispersion - Normal distribution - Common- and special-causes - Process under control and out of control

Control chart surveillance process - Natural limits of a process - Monitoring by natural limits - Why take samples? - Control chart and chart completing principles - Mean and range: 2 different notions

Capability concept - Need for formulating vague concept - Definition - Long-term capability (Pp and Ppk interpretation) - Short-term capability

Case study

Statistics and experimentations - Reminder: Elementary statistics - Statistics and experimentations

Experimental Design - Short historical overview - Concepts - Experiment methodology - experimental design - system modelisation - Construction of an orthogonal array experimental design: Taguchi Method

Variance analysis - Why? - How? - Conclusion

Objectives

Objectives

Course Content

Course Content

Target Group

Target Group

Learning Methods

Learning Methods

Implementation

Implementation

16

INDUSTRIAL ENGINEERING METHODS AND pRAcTIcE



Industrial Engineering Methods & Techniques

CompanyParticipant

- Optimise production process: cost and time (through work preparation) - Improve turnover / m² - Conceive and prepare set up of production means - Reduce work-in-process - Standardise routings and tools through process study

- Methods and Design Office technicians, foremen, technicians participating in work prepa-ration and optimisation of production means

- Engineers and department heads managing people or conducting these studies themselves

- Encourage participation - Analysis of real company situations (visits), group reflection to suggest solutions which

have been examined together (+ Trainer offers solutions and advice based on personal professional experience)

Each participant submits a paper on a problem encountered in his/her company. This paper, established with the help of the trainer, enables the participants to apply the general method to their own companies.

Once evaluated by a company jury, this paper may entitle the participant to receive the bte certificate.

Methods department in company - The company and its economic environment - Role of methods department in the company - The method function - The economy: general and analytical accounting, investments - The company and Just-In-Time: concept, production flows, IMT and JIT

From design to industrialisation - Product design

- Project management - Functional work specifications and value analysis: IMT methodology and role

- Product analysis - Product classification and coding - Product life cycle - Functional analysis: study and critique - Product standardisation - Graphic of manufacturing principle

- Process study and analysis - execution of work - Input data: functional work specification - Process analysis: routings - Execution analysis: phases - Workstation: existing workstations and tools and their adaptability, new workstations and tools and their implementation

- Time measurement - The different phases - Time-measurement methods (chrono-analysis, MTM, standard time method) - Pace Rating (Pace 100 bte)

- Preparation - Preparation methodologies - Functional work specifications for new workstations / tools and finding suppliers - Follow-up and implementation of new equipment - Definition of equipment technical data sheets - Layout methods

- Process improvement - OEE - HOSHIN projects

- Support tools: FMECA process, SMED, TPM, 5S


Target Group

Learning Methods

Implementation

17




Value Analysis

Company

Participant

- Deploy a structured and objective analysis approach to design and improve products and manufacturing processes

- Acquire Value Analysis method and know how to apply it in the company

- Methods and Design Office technicians, foremen, technicians participating in product and process design or improvement

- Engineers and department heads managing people or conducting these studies themselves



At the end of the training, participants will conduct a study of a real-life scenario, with the trainer’s support.

Defining the problem - Reflection and satisfaction survey (and dissatisfaction) - Market analysis and existing offer analysis - Economic study of the product - Constraints and limits of field of action - Problem formulation: case study

Defining and calculating cost of functions - Products, processes, services, systems - Finding functions – functional tree (FAST method - Function Analysis System Technique) - Cost and value of function - Existing system and new system - Case Study

Collecting ideas (case study) - Main tools: brainstorming, combination matrix, WWWWWH, 5-Whys, etc… - Selecting and sorting ideas: metaplan

Elaborating and selecting solutions - Combining ideas found: individual creativity and group creativity - Link between service and group value analysis - Selecting solutions based on company’s technical, economic and strategic criteria - Formatting of selected solutions

Calculating cost of solutions (case study) - Implementation: time, cost and investment, sub-contracting (make or buy) - Expected profitability

Decide - Implement - Examine results - Study report - Follow-up and examination of implementation - Feedback: capitalisation


Target Group

Learning Methods

Implementation

18


Rate:

Rate:

Duration: 3 days

Duration: 3 days





Fast quotation estimation

Industrial Project Management

CompanyParticipant

CompanyParticipant

- Manage industrialisation with objectives of quality, cost and time - Acquire a method to build, monitor and steer an industrialisation project

- Be able to offer clients reliable estimates quickly - Acquire methodology to create fast and reliable estimates

Project managers, technical services manager, design office manager, production manager

Technician responsible for estimates, methods

- Combination of methodological approaches, real-life examples and teamwork - Practical exercises


Industrial project implementation support can be provided at company site (upon request) or during the in-house training

Implementation support can be provided at company site (upon request) or during the in-house training

Project: organisation and development - Project formalisation - Functional work specification elaboration - Project implementation organisational chart - Technical-administrative project organisation - Project budget and finance management - Socio-organisational challenges - Computer application - Project management tools:

- PERT - GANTT

Project communication - Project team communication - Pilot project: management of project team

Methodology for making estimates - Commercial aspect, work specification - Process definition

Knowledge about costs - General accounting process knowledge - Costing: materials, labour - Integrating overheads

Method for developing a costing tool - Sorting by material / time - Applying analogical, parametric and analytic

methods - Implementing new costing means - Elaborating quick cost study sheets

Estimate follow-up - Implementation / forecast comparison - Gap measurement and corrective actions

Management of Time database

Objectives

Objectives

Course Content

Course Content

Target Group

Target Group

Learning Methods

Learning Methods

Implementation

Implementation

19




Ergonomics and working conditions

CompanyParticipant

- Optimisation of working conditions - Understanding the field of working conditions and influence factors - Acquisition of ergonomic principles - Ability to make diagnosis and conduct an improvement study

Method technicians, workshop assistants, foremen, anyone needing to conduct a workstation or layout study

- Theory - Practical exercises, real-life examples - Teamwork - Video

bte certificateSupport in implementation provided upon request

Concept definition - Definition - Scope - Objectives - History - Related disciplines

Physical environment - Noise - Lighting - Temperature - Vibration - Air pollution

Workstation - Working posture - Workstation dimensioning - Workstation accessibility - Work area - Controls - Use of screens - Office layout

Concerning operator and working mode - Cycle time - Recommendations concerning movement - Load bearing

Some illustrations

Workstation evaluation


Target Group

Learning Methods

Implementation

20




Work study techniques

CompanyParticipant

- Optimisation of production process - Identification of areas of poor productivity - Optimisation of technical equipment, reduction of unproductive waiting times,

generation and Enhancement of databases - Adaptation of workstations and their environment to the worker - Ability to evaluate times

- Engineers, department heads conducting these studies themselves - Methods technicians, foremen and anyone needing to conduct work and manufacturing

process studies

- Encourage participation - Analysis of real company situations (visits), group reflection to suggest solutions examined

together (+ Trainer offers solutions and advice based on personal professional experience)

Manufacturing methods department in the company - The company and its environment - The place of service methods in the company - The function of the methods role

Workstation study (OCORDAC method) - Observation summary (ABC, instantaneous observation, product analysis, process, sequence, dynamic indi-

cators, machine performance) - Choice of workstation to be analysed: ABC (element categorisation), instantaneous observation (activity rate

estimation) - Detailed workstation Observation:

- Execution analysis - Sequence analysis - Simochart - Motion analysis - Workstation evaluation (organisation, security ergonomics relation)

- Reflect: WWWWWH, rules for reducing motion - Decide:

- Present possible improvement solutions - Estimate cost - Calculate depreciation (quantity - duration)

- Act: Set up new workstation (operation mode) - Control: gap analysis and launch of corrective actions

Time measurement - Measuring methods (timing, MTM1, MTM2, standard time method) - Determination of elementary times (pace100 bte) - Application of coefficients for rest and buffer time

Support techniques - 5S - SMED - Communication - TOC: theory of constraints – line balance




Target Group

Learning Methods

Implementation

21


Rate:

Duration: 7 days

Duration: 3 days




Rate: contact usSMED (Single-Minute Exchange of Die)

Improving workflows through layout

CompanyParticipant

CompanyParticipant

- Optimisation of product flow and reduction of work-in-process items - Familiarisation with different layout types

- Increase equipment availability whilst reducing lot sizes - Organise an SMED action - Evaluate gains obtained

Production managers, operators, method technicians, foremen, supply chain technicians

Production managers, operators, methods technicians, foremen, maintenance technicians, supply chain technicians




Complementary training: Process analysis


Economic layout rational

Layout types - Process layout - Cellular layout - Product layout - Combined layout (group layout)

Line balancing - Theory of Constraints - Load and capacity - Takt time

Planning a plant layout project

Added value of a plant layout study - Time savings

- Time spent - Time of travel - Total cycle time

- Space savings - Production savings

- Work-in-process - Stocks next to production line

Action preparation - Set-up working group - Define scope - SMED concept presentation - Presentation of action phases

Workstation observation - Process analysis - Film

Visualisation and analysis - Decomposition of activities in VA and NVA

(‘value added’ and ‘non-value added’) - Corrective actions for NVAs - Separation of internal and external activities - Convert internal activities to external activities - Streamline activities (internal and external)

Elaboration of new procedures Set up action plan - Establish, size and schedule action plan - Implement action plan

Deploy new procedure for product changeover - Observe and film new process - Check time and defined process - Suggest final adjustments

Objectives

Objectives

Course Content

Course Content

Target Group

Target Group

Learning Methods

Learning Methods

Implementation

Implementation

22


Rate:Duration: 2+2 days

Duration: 3 days




Rate: contact us

Time measurement

Constraints management: Theory Of Constraints (TOC)

CompanyParticipant

CompanyParticipant

- Integrate capacity constraints in course content - Identify and control capacity constraints - Organise flows accordingly - Redefine rules

- Acquisition of reliable and objective times - Break down of operating method - Learn how to measure and determine times after weighting

by Pace Rating - Make reliable time readings and establish a standard time

base

Production managers, operators, methods technicians, foremen, supply chain technicians

Method technicians, workshop assistants, foremen

- Combination of methodological approaches, real-life examples - On-the-ground case study

- Theory - Practical exercises, real-life

examples

Deploy action plan in company

bte certificateSupport in implementation provided upon request

TOC - Concept - 9 rules

Flow types - Push flow - Pull flow

Load and Capacity - Load plan - Theoretical capacity and real capacity - Takt Time - OEE - Line balance and stocks between phases

How to identify bottlenecks

Defining dispatching rules - Previous actions - Dispatching rules - Monitoring

Work simplification (reminder)

Work measurement - Types of times and associated vocabulary - Breaking down operating methods in time-measurable work elements - Visualising times graphically (simochart, cycle) - Work on several machines - Timekeeping technique - Rules and deontology of a timekeeper - Learn to evaluate operating method’s degree of stability - Different means of measurement and time recording: time sheets,

counting, work unit time, serial time, etc…

Pace Rating - Definition of Pace Rating - Components of pace - Pace 100 bte reference - Individual calibration: practise on calibrated film, recording, counting,

interpretation, correction, practice in real-life situation

- Teamwork - Video materials, electronic

stopwatch

Other methods - Parameters and conditions of applying Efficiency Rating - Positioning of Efficiency and Pace Rating - Overall Activity Rating - MTM - MOST (Maynard Operation Sequence Technique) - Implementation costs - Choosing the most efficient method

From measurement to allocated time - Reference time To - Rest coefficients - Theoretical time Th - Learning curve - Allocated time

Establishing a data base for standard times - Structure and populate a time referential

Objectives

Objectives

Course Content

Course Content

Target Group

Target Group

Learning Methods

Learning Methods

Implementation

Implementation

23


Rate:

Rate:

Duration: 20 days

Duration: 3 days





MTM 1 - Methods-time measurement

Pace Rating

CompanyParticipant

CompanyParticipant

- Set times that are achievable by as many operators as possible - Learn how to evaluate pace - Learn to be consistent in the evaluation

Optimisation of production timeAcquisition of a precise and detailed method to: - Determine manufacturing costs of new products - Study and improve operating methods and working conditions - Study and improve product and tool design - Define and calculate execution time of repetitive sequences for times under

1 minute

All method technicians making time measurements

All method technicians making time measurements and establishing estimates, toolmakers, designers

- Theory - Video analysis - Teamwork

- Theory - Practical exercises, real-life examples

- Teamwork - Video training

Support in updating standard times and routings provided on request

Certificate delivered by external MTM association

Reminder - Types of times and associated vocabulary - Cycle and break down into its elements - Cycle and its graphic representation - Cycle and its stability

Pace Rating - Definition of Pace Rating - Components of pace - Pace 100 bte reference

Individual calibration - Practice on calibrated film - Recording, counting, interpretation, correction - Practice in real situation

Allocated time measurement - Reference time To - Rest coefficients - Elementary (or theoretical) time Th - Allocated time

Origin of MTM1, general information

Basic motions – lower and upper members - Fingers, hands, arms: breaking down the operating method according to the type of motions and conditions

in which it is executed (weight, stress resistance) - Visual elements: eye action, control, concentrate - Body motions: movement, rotation, bending - Combined and simultaneous motions: study, right hand, left hand analysis

Conducting a MTM1 study - Using time formulas and scales

Knowing how to optimise working methods

Sequence management in IT applications

Objectives

Objectives

Course Content

Course Content

Target Group

Target Group

Learning Methods

Learning Methods

Implementation

Implementation

24




MTM 2 - Methods-time measurement

CompanyParticipant

Optimisation of production timeAcquisition of a precise and detailed method to: - Determine manufacturing costs of new products - Study and improve operating methods and working conditions - Study and improve product and tool design - Define and calculate execution time of repetitive sequences for times under

1 minute

All method technicians making time measurements and establishing estimates, toolmakers, designers

- Theory - Practical exercises, real-life examples - Teamwork - Video training

Certificate delivered by external MTM association

Origin of MTM2, general information

Basic motions – lower and upper members - Fingers, hands, arms: breaking down the operating method according to the type of motions and conditions

in which it is executed (weight, stress resistance) - Visual elements: eye action, control, concentrate - Body motions: movement, rotation, bending - Combined and simultaneous motions: study, right hand, left hand analysis

Conducting a MTM2 study - Using time formulas and scales

Knowing how to optimise working methods

Sequence management in IT applications


Target Group

Learning Methods

Implementation

25

pRODUcTION, pROcUREMENT AND LOGISTIcS



Rate:Duration: 1 day *In-house workshop 1500 € HT(2500 € HT on 2 days)

Build an autonomous team

Supply Chain Management (SCM): extended entreprise

Company

Participant

- Mobilise and motive staff by enriching tasks - Integrate ‘Management by Objectives’ and deploy of progress plans - Create short communication loops - Acquire of autonomy in the work environment whilst working as part of a

participative team - Enrich the functions tasks

Engineers and managers responsible for production, logistics, methods, maintenance, quality, foremen and operators

- Combination of methodological approaches, real-life examples and practical exercises - Actions for on-field application


Introduction: Lean Manufacturing - Company environment and customer requirements - The industrial problem - Lean Manufacturing approach

Scope of the autonomous team - Identity and objectives - Scope of responsibility and action - Actors of the autonomous team

Conditions for implementation - Responsibility, delegation, autonomy and control - Actor, leader and expert concepts - First level intervention - Visual and Participative Management

CompanyParticipant

- Direct company towards client and reduce industrial risk - Understanding of strategic challenges of SCM, concepts, implementation ap-

proaches

Executive management, engineers and managers responsible for production, logistics, sales

- Workshop, organised upon clients’ request - Training in concepts, methodology and tools - Video and case study


Company’s economic environment - Company environment and customer requirements - From local to global economy - The industrial problem

Reconstructing the economic chain - Challenging company organisation

(process / players) - Reconciling push and pull flows - Extended enterprise: SCM

Supply Chain Management - Process actors and their role, from client to supplier - Implementing SCM - Approach and methodology - SCM tools (focus on JIT) - Lean Enterprise - Launch the process actors: Real-time management

with dynamic indicators

Case Study ( 2nd day) - Process, indicators, flows, stocks, time to win market shares, etc

(4 competing companies during 3 fiscal years)

* Requirement: minimum 12 participants, case study will run for a whole day

Effective implementation - Team charter - Links and relationships with management and

other company functions - Definition of project, role and tasks - Choosing team members

(competence, polyvalence, flexibility) - Follow-up plan (know how and behaviour)

- Technical tools - Team leading techniques

- Continuous Improvement (including 5S)


Target Group

Learning Methods

Implementation


Target Group

Learning Methods

Implementation

26


Rate:

Duration: 2 days

Duration: 4 days




Rate: contact usStocking / Warehouse flow management

Organise physical flows

CompanyParticipant

- Control of the weakest link in supply chain - Understand supply chain elements in order to manage them better

Learn to handle product orders: - Ensuring dispatch to clients - Managing order reception operations - Storing products - Ensuring products physical and electronic follow-up

Engineers and managers responsible for production, logistics, sales, foremen, operators, warehouse managers

- Warehouse manager - Team leader - Logistics operator

- Theoretical and methodological training, practical exercises - Exchange of experience and real-life illustrations

- Combination of theoretical and practical approaches - Case study


Company’s economic environment - Company environment and customer requirements - The industrial problem and key role of the supply

chain - Just-in-Time concept

Supply Chain elements - Upstream supply chain - Internal supply chain - Downstream supply chain - Supply chain and design - Supply chain and sustainable development

Decomposition of physical flows - Flows, from supplier to client, via reception, quality

control, storage, (internal or external) order picking, distribution and transport

- Warehousing (layout, operations) - Information System (productivity and traceability) - Function in-sourcing or outsourcing

Distribution framework - Packaging - Customs - Transport trades (challenges, trades, documents) - Choosing transport solution - Insurance

Order management - Gather data and documents related to order

management - Ensure reliable order picking: selecting items - Optimise packaging - Reduce product anomalies - Optimise storage areas

Supplier order reception operations - Measure product anomalies at reception and

manage corrective actions: quality, quantity and delay

- Manage customer returns effectively - Follow-up supplier orders

Product storage and physical and electronic stock management - Optimise storage plan - Allocate storage areas to product types - Ensure item storage - Setup cycle counting and inventory accounting - Reduce inventory and storage errors

Dispatching - Guarantee quality control prior to dispatch - Gather data and documents related to product

dispatch - Optimise truck loading

Objectives

Objectives

Course Content

Course Content

Target Group

Target Group

Learning Methods

Learning Methods

Implementation

27


Rate:

Rate:

Duration: 4 days

Duration: 1 day




contact us

Secure procurement

Warehouse Management System (WMS)

- Understand the benefits of WMS for the company - Master main functionalities - Learn to monitor warehouse flows - Choose WMS according to needs

Executive management, engineers and managers responsible for production, logistics, warehouse

Engineers and managers responsible for production, supply chain, procurement, quality, design office

Combination of theoretical and practical approaches

- Combination of theoretical and practical approaches, practical exercises - Exchange of experience and real-life illustrations

Introduction - What is a WMS (from stock management to flow

monitoring) - WMS scope - Integration to existing Information System

(GPAO, ERP, TMS, etc…)

Main functionalitiesGeneral settings, reception, storage, automatic restocking, preparation, control, dispatch / loading, blocking, inventory, traceability, container management, EDIs, Interfaces

WMS setup (project management)Define work specificationsSelect proposalsReorganise warehouse and processCustomise and deploy IT solutionTrain teamsOperate maintenance

Monitoring - Load forecasts / scheduling - Statistics / BI - Optimise routes / setup pick & pack - Prioritise order preparation

Choosing high-performance and appropriate equipment - Mobile terminals - Wifi network - Industrial printers - RFID readers

Current IT trends - Rent or buy - Fat client or web interface - External or internal hosting / Cloud computing

Company’s economic environment - Company environment and customer requirements - The industrial problem and key role of the supply

chain - Just-in-Time concept

Purchase process and business re-engineering - Procurement process - Advanced purchasing

- Purchase marketing and industrial intelligence - Purchase strategies - Co-design

- Sourcing (target costing) - Interface between purchasing and Design, Quality

and Supply Chain

Procurement process and business re-engineering - Supply Chain management - QCD approach (purchase price and acquisition cost) - Procurement function

Supplier management - Supplier relationship - Performance measurement and supplier evaluation

tools (Rating, Ranking) - Supplier assessment (capacity, flexibility, etc) - Evaluate earning potentials


CompanyParticipant

- Optimise the procurement process and reduce of material shortages - Train buyers in supplier management techniques

Objectives

Objectives

Course Content

Course Content

Target Group

Target Group

Learning Methods

Learning Methods

Implementation

28




Mastering the basics of production management

Company

Participant

- Dispose of robust industrial planning process ensuring on-time production without shortages and at minimal cost

- Master basics of industrial planning and shop floor dispatching - Get to know tools for optimising production management

Managers and people involved in production and stock management, logisticians, shop floor managers, foremen

- Combination of methodological approaches, real-life examples and practical exercises - Case study, film


Introduction to production management - Company environment and customer requirements - Industrial constraints production types - Industrial organisation: production and support functions - Supply Chain Management - Case study: flows, stocks and delays (1 day)

Production management - Global approach: Distribute - Produce - Procure process map - Planning horizon - Push system (MRPII) and Pull system (JIT)

Sales forecast - Sales forecast: why? - Different forecast profiles - Simulation tools

Industrial Planning - In-put data (stocks, GDT, capacity, OEE, Takt time, etc) - MRPII planning: S&OP, MPS, MRPI, MRPII - Short-term monitoring: JIT - Kanban

Scheduling: execute, control - Scheduling function: schedule, launch, monitor, correct - Priority management

Stock and procurement - Stock management: why, different types of stock, costs, measurement and operational management (ABC,

gross, net, etc) - Procurement techniques: principles, supplier relationship, consignment stock - Stocks and flows: reliability, traceability, inventory - Reception, capstone of the system


Target Group

Learning Methods

Implementation

29


Rate:

Duration: 2 days

Duration: 2 days




Rate: contact usSales & Operations Planning (S&OP)

Optimise industrial planning

Company

Participant

- Learn how to recognise and setup a coherent and optimised industrial planning process

- Master basics of industrial planning, from Sales & Operations Planning (S&OP) to scheduling by using the Master Production Schedule (MPS)

- Understand how planning tools work

Setting up an effective S&OP: - Create, maintain and exploit data analysed during S&OP process - Learn good working practices of S&OP process - Improve company’s S&OP process

Logistics or production managers, schedulers, forecasters

- S&OP manager - Supply Chain manager - Production manager - Logistics manager


- Case study - Demonstration

- Theory - Teamwork - Exercises


The need to plan - Objectives and results of planning - Arbitration between visibility and flexibility - Compromise between sales and operations - Supply Chain simulation: the Beer Game - Different industrial environments

Different levels of planning - What decisions are to be made at which level? - Sales & Operations Planning (S&OP) - Master Production Schedule (MPS) - Scheduling - How is coherence between all levels ensured?

Case Study - Planned stock - Verification of internal capacity constraints

- Verification of external capacity constraints - Performance indicators and measurement: the mix

effect

Implementation - Criteria for good planning - Process actors - Steps to follow for planning optimisation - Pre-requisites:

- Stock reliability - Technical data accuracy (nomenclatures, routings)

- Family relevance - Support tools overview

Company S&OP - Role and benefits of S&OP in company’s mana-

gement - Process organisation and data creation - Visualising a global S&OP process

Implementation of S&OP - Determining data exploited during S&OP process:

families, load profiles, family nomenclature, strategic products and materials, etc

- Roles and responsibilities of contributors - Conduct process implementation and sustain

process - Monitor S&OP process

Optimise S&OP - Audit S&OP process and take corrective actions - Organisation of process with different process

steps: collect of sales information, create forecasts, update sales forecasts, prepare validation meeting and elaborate different scenarios, validation meeting and its decisions, enactment decisions

- Good working practices of S&OP process - S&OP performance indicators - Which decisions does the planning impact? - Which parameters are to be adapted, which

decisions are to be made?

Objectives

Objectives

Course Content

Course Content

Target Group

Target Group

Learning Methods

Learning Methods

Implementation

30


Rate:

Rate:

Duration: 3 days

Duration: 6 days





Just In Time (JIT) - Setting up a pull production system

Establish and monitor the Master Production Schedule - MPS

CompanyParticipant

- Establish MPS to manufacture on time, without shortage and at minimal cost - Learn how to establish a reliable MPS - Optimise production quantities by optimising capacities and times

Leaders and actors of production management

Managers in charge of production, supply chain, foremen, operators


- Combination of methodological approaches, real-life examples and practical exercises - Film, Case study


Company challenges - Company environment and customer requirements - Industrial constraints - Case study: flows, stocks and times (1 day)

Industrial management - What is production management? - Planning horizon - MRPII logic

Sales forecast - Different profile types - Why forecast? - Different techniques

CAM: Plan - Input data and load rates - S&OP and MPS - Calculation of staff and requirements - Reconciling pull and push systems (JIT

introduction)

Scheduling: execute, control - Definition - Priority rules - Work flow - JIT introduction - Production management and organisation

Financial links

Company challenges - Company environment and customer requirements - Industrial constraints - Case study: flows, stocks and times (1 day)

Just-in-Time concept - 1 less at a time (film) - Just-in-Time tools - Kanban - Conditions for implementation of approach

Implementation of Kanban loop - Principle - Scope and project description - Map of planned loop and data analysis - Concrete implementation


CompanyParticipant

- Reduce work-in-process stock - Learn how to implement a production pull system

Objectives

Objectives

Course Content

Course Content

Target Group

Target Group

Learning Methods

Learning Methods

Implementation

Implementation

31


Custom Training



Duration: 2 days (theory)1 day (practice) Rate: contact usInitiate plan for reduction of stock and work-in-process

Making sales forecasts reliable

CompanyParticipant

- Manage stock levels and deploy reduction plan without shortage risk - Learn and apply stock management and procurement techniques

Operational managers in charge of procurement, logistics and scheduling, foremen

- Theory and methods training - Practical exercises - Exchange of experience and real case illustrations


Basic principles of industrial management - Extended Supply Chain - Production management - Technical data management

Stocks - A necessary evil - Different types (function, safety, strategy) and

nature of stocks (parts and raw materials, work-in-process and finished products)

- Valuation, different costs, obsolescence and shortage cost

Procurement techniques - Procurement function - Material Requirements Planning (MRPII)

- Wilson

- Order point, frequency - Safety stock

- Pull system techniques - Kanban

- Consignment

Stock and work-in-process reduction techniques - Stock segmentation - Performance measurement - Key driver: total cycle time (TCT) - Risk analysis (capacity, TCT, Takt Time, TOC) and lot

size

Stocks and flows - Physical flow and information flow - Capstone: inventories - Manage by sight

Company

Participant

- Learn how to recognise and setup a consistent and optimised sales forecasting process

- Master basic forecasting techniques - Understand benefits of sales forecasts at operational level - Learn how forecasting tools function

Supply Chain or production managers, schedulers, forecasters


- Case study - Demonstration


The need for forecasting - Forecasting objectives and results - Forecasting sources - Need for internal and external collaboration - Arbitration and consensus

Forecast methods - Qualitative - Quantitative - Clear history - Models to apply

Case study - Medium term: make different sources consistent - Short term: filter strong variations - Performance indicators

Process implementation - Criteria for good forecasting - Process actors - Steps to follow for forecast optimisation - Support tool overview


Target Group

Learning Methods

Implementation


Target Group

Learning Methods

Implementation

32




Duration: 2 daysCustom Training /

Classroom Training Rate: contact us

Control Supply Chain performance

Purchasing function: Environment and process

Engineers and managers responsible for purchasing, supply chain, quality and foremen

- Theory and methods training, practical exercises - Exchange of experience and real-life illustrations

Challenges and Supply Chain performance - Company environment and customer requirements - Risk of value destruction on the Supply Chain

- Characterisation of 3 cycles - Detection of weak links

Fundamentals of quality management - Customer - Supplier relationship

(internal and external) - Work specifications, service contracts, objectives

and measurement - Performance evaluation tools

- Static, dynamic indicators - Audits

- Dashboard - Action Plans (PDCA)

Control of SCM process - How to secure procurement (upstream Supply

Chain) - How to secure production (internal Supply Chain) - How to secure product distribution

(downstream Supply Chain) - Management of Supply Chain service providers - Supply Chain indicators and COQ


CompanyParticipant

- Learn to turn the Supply Chain process into a competitiveness factor - Recognise, analyse, correct and control risks of malfunctioning

- Present role of purchasing - Understand evolution of purchasing function in the company - Recognise key drivers for optimising the purchasing function

- Buyers - Purchase managers - Logisticians - Supply Chain managers


Purchasing function environment - Place of purchasing function in the company - Purchasing function as key driver for company’s

performance optimisation - Difference between purchasing and procurement - Purchaser typology - Cultural purchasing approach - Purchasing typology - Purchasing structure in company - Purchasing function objectives

Purchaser’s tools - Key drivers for cost reduction - Impact of key cost reduction drivers - Purchasing ethics

Optimise purchasing process - 7 steps of purchasing - Information - the purchaser’s essential data - How to evaluate service providers


Target Group

Learning Methods

Implementation


Target Group

Learning Methods

33


Duration: 2 daysCustom Training /

Classroom Training Rate: contact usSourcing and Supplier control

- Engineers and managers - Any person in relationship with suppliers:

- Purchasing, procurement, supply chain, supplier quality assurance - Design office

- Theory and methods training, practical exercises - Exchange of experience and real-life illustrations

Global analysis of current suppliers - Analyse evolution of supplier relationships - Identify risks/opportunities of company resources - Qualify innovation and additional services provided - Put in place supplier classification

Target and select new suppliers - Identify and characterise essential purchase information sources - Set up progressive and sustainable supplier selection method - Choose between manufacturers & distributors, developers & sub-contractors - Prospect effectively on internet: methods, sites and most relevant service providers for specific need - Target effectively with support of key criteria - Effectuate preliminary evaluation with help of specific and unacceptable criteria - Build adapted standard questionnaire

Supplier evaluation: supplier risk analysis - Qualification, certification and approval: set up relevant supplier panel - Evaluate supplier’s technical and organisational performances objectively - Easily use economic and financial analysis: scoring ratio and methods, decomposition of service provider’s

cost of goods sold

Contract revue and progress plan - Perfect site visit techniques and tools - Correct behaviour during implementation - Supplier development - Improve panel performance - How to handle underachieving suppliers


Company

Participant

- Optimise supplier performance - Build and promote supplier network able to support a sustainable relationship - Rationalise supplier portfolio - Increase reliability of sources methodically - Acquire basic tools for supplier relationship management


Target Group

Learning Methods

Implementation

34


Duration: 1 day

Duration: 2 days


Custom Training /Classroom Training Rate: contact us

Rate: contact usImplementing traceability

Purchase marketing: approach and tools

- Study a world supplier market effectively - Conduct diagnosis of purchasing portfolio - Acquire simple methodical approach - Select purchase strategies which are relevant and consistent with global objectives

Implementing effective traceability: be able to set up a traceability system that is dynamic, reactive and adapted to the company’s needs

Executive and purchasing managers, purchasers and experienced purchasing engineers, business engineer

- Anyone responsible for traceability management - Quality manager - Production manager


Combination of theoretical and practical training

- Objectify view of market and suppliers - Sustain procurement sources and purchased products-services - Improve communication

Defining purchase marketing - Strategic and operational aspects - Differentiate marketing and sourcing

Identify need to be met - Determine challenges for company and purchasing - Key notions: family, category and segment - Purchase classification techniques

Market analysis - Components of offer and demand - Marketing intelligence and market research - Means for knowing the market - Supplier market typologies - Using resources accessible on the internet - Consider entering other markets - Benchmark competitions best practices

Cost analysis - Distinguish price and cost - Build cost models - Quantify leeway

Determine portfolio risks and opportunities - Definition of purchase marketing risk - Quantify risk - Determine gain on purchase - Consequences in terms of strategy

Define action plan: operational marketing - Identify different possible action plans - Prioritise actions with the right tools - Consequences in regards to costs and supplier

relationship - Making the right tactic decision

What is traceability? - Regulatory framework - Context, challenges and difficulties - Why and when to set up traceability

How to set up traceability - Reminder of identification and lot principles - Analysis of current situation (lifecycle, process ana-

lysis, marking assessments, etc) - Evaluate and control risks - Define traceability needs: requirements and objec-

tives - Define parameters to be traced - Choose traceability system: serial number, date, bar

code, etc - Establish action plan and training

- Implement - Check and improve

Traceability and quality approach (accreditation, certification) - Traceability: elements of quality control system - Ensure product traceability from design on wards - Develop traceability process according to company

needs and market in which company operates

Objectives

Objectives

Course Content

Course Content

Target Group

Target Group

Learning Methods

Learning Methods

Business benefits

35


Rate:

Rate:

Duration: 4 hours

Duration: 1 day





Increase awareness of airport access rights

Incoterms® 2010

- Understand and control Incoterms® 2010 and their challenges - Learn how to integrate them in sales negotiations - Use Incoterms® 2010 for establishment of purchase and sales prices - Seek alignment with company policy

Managers and employee working in sales, purchase, logistics, import - export departments with awareness of international relations

Any person working in different sectors of airside operations

- Combination of theory, real-life examples and practical exercises - Direct application through use of real-life case studies - Quiz

Theory, video projection, case study and on-site visit application


Presentation of Incoterms® 2010 - Definition and scope

Innovation of Incoterms® 2010 vs. Incoterms® 2000 Incoterms® 2010 study - Application of Incoterms® on different transport modes - Risk and cost transfer point - Impact on logistics, customs, tax, insurance, documentation, safety

Summary of findings - By transport mode - Seller and purchaser obligations

Practical case study - Participants bring up real-life cases - Quiz

General principles of safety Applying access and circulation regulations on airside of airfield or airport and knowing vigilance principles Penalties in case of infringement Understand and recognise risk factors Implement preventive measures and expected behaviour to limit aeronautic and personnel risks linked to airport operations Limit potential consequences of aeronautic and personnel risks Knowledge management

Delivery of attestation concerning awareness of airport access rights

Airport access rights awareness attestation must be renewed at the time of badge renewal

- Learn regulations governing intra-airport access and circulation rights - Learn different access types (badge)

Objectives

Objectives

Course Content

Course Content

Target Group

Target Group

Learning Methods

Learning Methods

Implementation

Formation

Renewal

36


Rate:Duration:

Duration:


Custom Training


3H30 (Initial training)5H00 (In-service training in 3 years)

7H00 (Initial training)5H00 (In-service training)

Rate: contact usAir Cargo Security EU 11.2.4

Air Cargo Security EU 11.2.3.9

Be able to apply techniques for protection and verification of cargo, product and goods security during transportation and storage

Ability to apply and control techniques for protection and verification of cargo, product and goods security during transportation and storage

Staff involved in implementing security controls for cargo and mail other than screening or having access to identifiable air cargo/mail

Staff managing operational personnel involved in air traffic security (having received 11.2.3.9 training)

Each participant having reached a grade equal or superior to minimum grade (12/20) will receive training attestation

Each participant having reached a grade equal or superior to minimum grade (12/20) will receive training attestation

Theory, video projections, exercises, real-life case studies, multiple choice

The trainee must have proof of participation in refresher training every 3 years

The trainee must have proof of participation in refresher training every 3 years

Awareness of acts of unlawful interference against civil aviationInternational and European organisationDefinition of security-restricted area Cargo and mail chainDispositions of European Commission regulation determine the obligations and responsibilities of different actors (Regulated Agents, Known Consignors, Account Consignor, Carrier, etc) Requirements applicable to cargo and mail protection and trans-port

Past Unlawful interference acts within civil aviation indus-try & terrorist attacks, current threatsObjectives & Organisation for civil aviation safetyAbility to identify prohibited itemsObligations & responsibilities from safety audits officers in freight & mail domainsApplicable legal provisions in freight & mailAbility to adequately react to safety related incidentsNotification proceduresAwareness of prohibited items concealments

Awareness of acts of unlawful interference against civil aviationInternational and European organisationDefinition of security-restricted area Cargo and mail chainDispositions of European Commission regulation determine the obligations and responsibilities of different actors (Regulated Agents, Known Consignors, Account Consignor, Carrier, etc) Requirements applicable to cargo and mail protection and trans-port

Past Unlawful interference acts within civil aviation indus-try & terrorist attacks, current threatsObjectives & Organisation for civil aviation safetyAbility to identify prohibited itemsObligations & responsibilities from safety audits officers in freight & mail domainsApplicable legal provisions in freight & mailAbility to adequately react to safety related incidentsNotification proceduresAwareness of prohibited items concealmentsMonitoring tasksInternal Quality auditsAbility to sponsor, train on the field, motivate, regulatory training Control techniques related to the activity:Internal audit / control execution of safety program mea-sures, motivation management, on-job training, conflict management

Objectives

Objectives

Course Content

Course Content

Target Group

Target Group

Initial or in-service training

Initial Training

Learning Methods

Renewal: Refresher course

Renewal: Refresher course

37

INDUSTRIAL MAINTENANCE



Industrial Maintenance Methods Techniques (IMMT)

Company

Participant

- Acquisition of efficient maintenance function to reduce costs and improve equipment availability

- Master overall maintenance process - Improve performance of maintenance function - Organise and manage operations in minimum time and cost

- Maintenance technicians, foremen, technicians responsible for organising, managing and performing maintenance activities

- Manager in charge of maintenance

- Call for participation of training course members - Analysis of real company situations (visits), group reflection to suggest solutions which


- Case studies

Company and maintenance function

Maintenance policy and methods - TPM (Total Productive Maintenance) - Computer-aided maintenance - Costs

- Maintenance costs - Cost of failure - Average operation cost - Life-cycle cost (LLC) - Global cost

- Methods - Corrective maintenance (troubleshooting – repairs) - Preventive maintenance (conditional – systematic) - Improvement maintenance

Knowing the equipment

Equipment behaviour - Set up history file - Failure analysis: ISHIKAWA and FMECA - Reliability: determination and evaluation of trends, WEIBULL model - Relevant indicators: MTBF (Mean time between failures), MTTR (Mean time to recover/repair)

Tools for preparation and simplification of maintenance operations

Preparation of maintenance operations - Corrective maintenance: methodology, ISHIKAWA, flow-chart, problem report, diagnosis, repair, expertise,

intervention process - Preventive maintenance: link with scheduling - launching, load and capacity, PERT

Spare part stock management - Choice of spare parts - Stock and replenishment management (Wilson) - Stock strategy (safety, consignment, etc)

Maintenance dashboard




Target Group

Learning Methods

Implementation

39






Structuring and managing maintenance

Defining a maintenance strategy

Company

Participant

CompanyParticipant

- Set up effective maintenance strategy - Understand economic challenges and define maintenance needs - Learn how to analyse overall needs and suggest an adapted strategy

- Understand economic challenges and maintenance techniques - Learn to analyse maintenance operation dysfunctions - Provide organisation and management methods and tools

Managers responsible for maintenance operations and production, foremen, technicians

Engineers, technicians, foremen

- Call for participation of training course members - Analysis of real company situations (visits), group reflection to suggest solutions which


- Call for training course member participation - Analysis of real company situations (visits), group reflection to suggest solutions which


- Real-life case studies



Development and orientation of production management - Company and its economic environment - Impact on company’s organisation

Maintenance and the company: economic challenges - Equipment availability: how to measure it (tools and

indicators) - Load and capacity concept (theoretical, available)

Maintenance function in the company - Standardised definitions - Development: from corrective to TPM

(Total Productive Maintenance) - Functional maintenance analysis - Structural maintenance organisation: at centre of

operations and workshops

Strategy - Definition and justification - Possible structures - Terminology and contribution of standards

Economic management - Definition and measurement indicators - Maintenance costs - Accounting and associated budgets

Technical management

Availability improvement methodology - Prioritisation of objectives - Knowledge of equipment and its behaviour - Cause investigation, wear parameters - Reliability study (MTBF, MTTR, FMECA) - Maintenance and availability

- Operation preparation: planning and scheduling - Replenishment and stock management - Different maintenance policies

Consequences of new technologies - Production and maintainability monitoring - Computer-aided maintenance and work specifications - Maintenance and total quality management - OEE and TEEP - TPM

Management of human resources - Partners: sub-contractors and contracts specifying

objectives - TPM goal - Training maintenance operators - Improvement teams in maintenance operations

Maintenance self-diagnosis - Diagnosis techniques - High-lighting strengths and weaknesses - Action plan definition

Maintenance dashboard - Notion of objectives and indicators - OEE, TEEP - MTTB, MTTR

Maintenance methods: content, implementation and tools - Corrective maintenance - Systematic preventive maintenance - Conditional preventive maintenance

Objectives

Objectives

Course Content

Course Content

Target Group

Target Group

Learning Methods

Learning Methods

Implementation

Implementation

40


Duration: 3 days

Duration: 3 days


Custom Training Rate: contact us

Rate: contact usFMECA applied to Maintenance

Self-maintenance

CompanyParticipant

CompanyParticipant

- Anticipate breakdown problems - Engage all actors in making the equipment work well - Learn to prepare and implement self-maintenance

- Make production tool reliable - Choose maintenance policy - Anticipate breakdown risks and provide preventive solutions

Foremen, technicians and operators

Foremen, maintenance technicians, cleaners, qualified operators







Availability of equipment - Basic principles - TPM and the 4 rules

Measuring waiting time due to repairs

Self maintenance - Setting up the team - Defining instructions for operators - Information and motivation of management, main-

tenance technicians and operators - Setting up operator skills matrix - Operator training - Dashboard implementation - Indicators: OEE, MTTR, MTBF - Life of indicators

Reminder of characteristics and development of maintenance - Economic aspects - Technical aspects - Organisational aspects

Input data - Reliability - Maintainability: MTBF, MTTR - Operational availability

Knowledge of equipment and its behaviour - Machine - History

FMECA approach - Methodology - List of critical points - Criticality matrix - Development of systematic preventive

maintenance - Availability / reliability calculation - Fault tree - Maintenance tree

Diagnosis and repair support

Implementation - Involvement of operator in workstation cleaning - Surveillance and alert system - First level intervention - Implementation of problem-solving approach

Objectives

Objectives

Course Content

Course Content

Target Group

Target Group

Learning Methods

Learning Methods

Implementation

Implementation

41


Rate:

Rate:

Duration: 3 days

Duration: 4 days





Total Productive Maintenance (TPM)

Scheduling maintenance operations

CompanyParticipant

CompanyParticipant

- Reduce equipment cost and downtime - Organise and manage maintenance operations (cost, quality, time) - Choose and implement maintenance management tools and methods

- Industrial resource utilization rate - Learn how to implement TPM approach with involvement of operators and

support of maintenance operations centre

Managers, production system managers, maintenance department, team leaders

Managers, production system managers, maintenance department, team leaders





Maintenance methods function - Technical data centralisation and processing - Maintenance methods choice - Cost monitoring and analysis - Technical support - Personnel management

Work preparation - Cost of failure - Overall operation cost

Where to implement TPM - Need and payoff - Fundamental questions: WWWWWH - Work preparator tasks and process analysis

Equipment availability - Economic challenges - Maintenance operation audits - Reliability, maintainability and availability

Economic management - Cost of failure - Overall operation cost

Where to implement TPM - Flow analysis (products, process) - Production system analysis (line, group) - Consequences in terms of ergonomics and layout

Basics - Maintenance and overall quality

- Pre-requisites: measurement - Takt Time, OEE, TEEP - MTBF, MTTR

- TPM approach and characteristics

Implementation - Methodological tools (self-maintenance, auto-control,

5Sn etc…) - Personnel involvement: role of operator and

organisation - Implementation phases

Computer-aided maintenance benefits

Partnership policy with sub-contractors

Progress monitoring: ratios and dashboard

Different maintenance strategies and associated methods Maintenance operations scheduling - Terminology and scheduling methods - Actions and level of scheduling - Schedule and communication flow - Load and capacity management - PERT, Gantt

Case study

Objectives

Objectives

Course Content

Course Content

Target Group

Target Group

Learning Methods

Learning Methods

Implementation

Implementation

42

MANAGEM

ENT SYSTEMS QSE

Rate:

Rate:

Duration: 5 days

Duration: 3 days





Head of Quality Management function

Quality Management

CompanyParticipant

CompanyParticipant

- Learn how to develop a quality culture as part of global organisation approach - Integrate the basics of quality management

- Learn a value-added approch to Quality functions - Learn how to construct, lead, coordinate and sustain quality approach in

company

Engineers and managers, personnel in management and decision-making positions

Anyone responsible for sustaining a company quality system




Individual coaching, upon request

Introduction - Market requirements - Consequences for the company

Quality concept - History - References, models - Principles: customer, customer - supplier

relationship, process, improvement, measurement

Define company orientation - Customer focus - Definition of expectations

(explicit need, implicit need) - Definition of company changes and weaknesses:

maturity matrix - Identification of policy priorities

Introduction to Quality Management - Quality approaches over time - Basic concepts and associated vocabulary - 8 management principles

Guideline: ISO 9001 (or similar) - General structure and analysis of ISO 9001

standard - QMS organisation and benefits - COQ (cost of quality) and prevention

Development of Quality System by processes - Principles and methodology - Company process map - Performance analysis - Improvement targets and associated action plans

Role and mission of Quality Manager - Lead process: communication, visual participative

management, indicators, etc…) - Monitor action plans - Control documentation system - Coordinate Continuous Improvement - Train and support operational focal points - Organise and conduct internal audits

Surveillance and process measurement - Method: reviews, internal audits, performance

indicators - Tools - Process benefits - Continuous Improvement

Deployment and translation of objectives - Process approach - Value added and no value added - Process performance indicators (key

characteristics, dynamic indicators)

Process implementation and management - Set up action plan - Resource management, training and

communication strategy - How to build and monitor an action plan - Secure process: detection, corrective and

preventive actions) - Continuous Improvement

Objectives

Objectives

Course Content

Course Content

Target Group

Target Group

Learning Methods

Learning Methods

Implementation

Implementation

43

MANAGEM

ENT SYSTEMS QSE

Rate:

Rate:

Duration: 4 days

Duration: 1 day




contact us

Awareness to health and safety issues

Introduction to Quality

Company

Participant

Teach participants process and methods to enable them to support the implementation of a company quality assurance system

- Increase staff awareness to health and safety principles and management tools at the workplace

- Identify existing risks in workshop and at workstation - Identify and analyse workplace accidents (occurred and potential) - Put preventive actions in place

Anyone working in production

- Theory - Practical exercises, real-life examples - Teamwork - Diagnosis workshop (afternoon)



Quality concept - History - Models - Principles

Why health and safety is important: motivations, consequences, legal risks - General principles of health and safety - Criminal and civil responsibility of natural and legal persons - Role of management

Health and safety management tools on the ground - Communicate all incidents: why, how - Health and safety communication - Different inspection and risk evaluation types - Observation of tasks - Job descriptions - Working with sub-contractors

Health and safety management system and risk evaluation - Health and safety control systems - Evaluation of occupational risks - Industrial risk categories: reasons, impacts, prevention, illustrations

Accident management - Mechanisms and causes at origin of accident - On-site accident control: investigation - Risk analysis:

- Cause structures - Action plan and follow-up

- Communication on accident

Quality Management - Process approach - Identification of objectives - Definition of indicators

Quality System - Documentation system - Effectiveness measurement - Continuous improvement of system

- Non-conformities - Complaints - Implemented actions

Objectives

Objectives

Course Content

Course Content

Target Group

Learning Methods

Learning Methods

Implementation

44

MANAGEM

ENT SYSTEMS QSE

Rate:

Rate:

Duration: 4 days

Duration: 2 days





Develop quality system in preparation for certification

ISO 9000 standards

CompanyParticipant

- Achieve certification according to chosen standard - Know and implement process and key success factors to achieve certification

Anyone involved in certification process



ISO 9000 origins - History of ISO model - Other quality standards

Standards of the ISO 9000 series - ISO 9000: principles and vocabulary - ISO 9001: quality management requirements - ISO 9004: guidelines for performance

improvement

Context - Reminder of certification challenges and objectives - Analysis of standard - Process approach

Certification preparation - Role of management and top management

commitment - Set up monitoring structure - Planning and communication

Project management - Diagnosis of current situation - Gap analysis / chosen standard - Project plan - Pre-audit certification

Quality system development - Documentation structure and its control - Implementation of process approach - Definition of responsibilities - Description and implementation of steps

Certification preparation - Action plan - Internal audit process - Project progress indicators

ISO 9001 standard - Overview - Requirements review:

- Quality Management System - Management responsibility - Resource management - Product manufacturing - Measurement, analysis and improvement

Process approach - Customer - Supplier relationship - Process concept, identification and description - Process monitoring (key characteristics)

CompanyParticipant

- Gain the technical competence to apply requirements of ISO 9001 standard - Master requirements to make the system conform to ISO 9001 standard

Anyone involved in the ISO 9001 certification process



Objectives

Course Content

Course Content

Target Group

Learning Methods

Implementation

Objectives

Target Group

Learning Methods

Implementation

45

MANAGEM

ENT SYSTEMS QSE

Rate:

Rate:

Duration: 2 days

Duration: 3 days





Conduct environmental analysis of your site

ISO 14001 - Environmental Management System

CompanyParticipant

- Learn the methodology for conducting an environmental analysis of your site - Learn about the legal and regulatory context

Anyone responsible for leading company’s environmental policy



Environmental Management - Environment: part of general company policy - Challenges - Sustainable development

Standard-setting and regulatory context - ISO 14000 standard - EMAS regulation (Eco-Management and Audit

Scheme) - Legal and regulatory requirements related to

industrial installations and environment protection

Legal and regulatory requirements - International and environmental law - Competent authorities and bodies - Industrial regulations applicable to activity: environmental license - Regulatory watch - Associated regulatory obligations: waste, water, ground, underground, air, energy, noise, other risks - Industrial risk

Environmental analysis - Constraints and objectives - Collect information

- Inventory of legal and regulatory requirements - Identification of environmental aspects (pollution sources) - Examination of existing environmental procedures and practices - Evaluation of occurred incident analysis consideration

- Editing and processing results - Scoring of controllable environmental aspects - Identification of significant environmental aspects

Steps in environmental policy - Initiate Project - communication plan - Initial diagnosis - Trainers of environmental leaders - Environmental analysis - Build and implement EMS (Environmental

Management System) according to ISO 14001 standard

- EMS stabilisation - Audit

CompanyParticipant

- Prepare staff to involve themselves in environmental effort - Learn standards and key steps for developing an environmental policy

All company staff



Objectives

Course Content

Course Content

Target Group

Learning Methods

Implementation

Objectives

Target Group

Learning Methods

Implementation

46

MANAGEM

ENT SYSTEMS QSE

Rate:

Rate:

Duration: 2 days

Duration: 2 days





ISO / TS 16949 - Automotive standard

Implement and control regulatory watch

CompanyParticipant

- Take into account specificities of automotive standard - Manage requirements for making system conform to ISO / TS 16949

Anyone involved in ISO / TS 16949 certification process



Introduction - Regulatory watch targets - Definition of areas of regulatory watch (general, environmental, etc…)

Sources of information - Reviews and subscriptions - Internet sites - Competent administrations - Professional associations - Other sources of information

Organisation of regulatory watch - Identification of regulations applicable to company - Research, selection, organisation and prioritisation of regulatory texts - Know how to identify links between regulatory texts - Method for establishment of practical information sheets - Organisation of regulatory watch (recipient, support materials, archiving, etc…)

Introduction - Automotive standards - TS (Technical Specifications) - Principles and objectives - ISO / TS 16949 contributions as compared to ISO 9001

TS 16949 analysis - Vocabulary - Associated documents - Quality Management System - Resource management - Product manufacture - Measurement, analysis and improvement - Executive management responsibilities

How to adapt your QMS to TS 16949

Processes in the automotive sector - Mapping - Description - Optimisation - Effectiveness measurement - Audit

CompanyParticipant

- Implement an effective regulatory watch system - Identify key steps and sources of information to ensure the monitoring of

applicable regulations

Anyone responsible for implementing a regulatory watch, quality, environment, safety managers



Objectives

Course Content

Course Content

Target Group

Learning Methods

Implementation

Objectives

Target Group

Learning Methods

Implementation

47

MANAGEM

ENT SYSTEMS QSE

Rate:

Rate:

Duration: 2 days

Duration: 2 days





IMS - Integrated Management System (Quality Safety Environment)

EN 9100 - Aerospace standard

Company

Participant

- Integrate different management systems into a single system to increase efficiency

- Use tools and method to implement IMS

Managers in charge of Quality, Safety and Environment



Introduction - Aerospace standards - Basic principles and objectives adapted to aerospace sector - EN 9100 contributions as compared to ISO 9001

EN 9100 analysis - Vocabulary - Associated documents - Detailed presentation of complementary EN 9100 requirements:

- Documentation management - Resource management - Risk evaluation - Design management - Continuous Improvement - Purchasing requirements - Product quality and production process control - Product measurement and control of non-conform products

How to adapt your QMS to EN 910

Challenges - Particularities of each system - Common factors - Reminder of basic standards and associated

regulations

Head of QSE function - Responsibilities - Working methods and tools - Process communication and management - Integrated system monitoring

Building an integrated QSE system - Systemic approach - Extending the quality process approach to environment

and safety - Implementing common factors: merging documentation - Integrating requirement of all standards into a shared

system - Tools for building an integrated system - Integrated internal audits - IMS monitoring and review

CompanyParticipant

- Take into account specificities of aerospace standard - Manage requirements for making system conform to EN 9100

Anyone involved in EN 9100 certification process



Objectives

Course Content

Course Content

Target Group

Learning Methods

Implementation

Objectives

Target Group

Learning Methods

Implementation

48

MANAGEM

ENT SYSTEMS QSE



OHSAS 18001 - Health and Safety Management

Introduction - Context, history, risks to company must face up to - Definitions - French and European regulations - Responsibilities

Health and Safety tools and means existing in the company - H&S department, MD, CHSCT (committee on health, safety and working conditions), CRAM (Regional Health

Insurance Fund) (tx f, tx g, etc…) - Social organisations - Sub-contractor management - Prevention plan, emergency plan

OHSAS 18001 standard - General standard structure - Initial situation evaluation

- Manufacturing processes and other processes, workstations, working areas - Danger identification method - Regulatory procedure

- Policy - Planning: objectives and programme - Implementation and functioning

- Structure and responsibilities - Awareness and training - Consulting and communication - Operational management - State of readiness and reaction to emergency situation

- Documentation system - Verification and corrective actions - Management review

CompanyParticipant

- Prepare staff involve themselves in health and safety management effort - Learn standards and key steps for developing a health and safety policy

Any company staff



Course ContentObjectives

Target Group

Learning Methods

Implementation

49

MANAGEM

ENT SYSTEMS QSE



Occupational risk assessment: Single Document

Objective: identify occupational risks to: - Establish necessary prevention and protection - Set up and update Single Document risk evaluation

Legal and regulatory aspects - General prevention principles (French law of December 31st, 1991) - French decree of November 5th, 2001: key points - French bill of April 18th, 2002: expectations for company external actors - Manager responsibility

Implementation principles and methods (incl. communication) - Dangers, risks, severity and probability - Risk evaluation method: preparation, evaluation, action programme, prevention plan implementation, re-

evaluation

Risk identification and evaluation - How to identify and evaluate risks: 3 methods - Process actors: task sharing between managers, employees and specialists (safety, health, hygiene, etc…)

Risk management: method and tools - Set up action plan - Implementation - Risk re-evaluation

Build up Single Document - Which information should be on the document? - Accessibility - Maintenance: updating the document

Analysis of main hazard classes in companies* - Each risk class is divided in 3 parts - Nature of risks associated to hazards, basic prevention measures - Questions to be asked when facing these risks - Illustrations

* Noise, lighting, thermal environment, chemical risks, biological risks, hazardous materials, handling, moving, falls, machines and tools, electricity, explosion, fire, working with display screen equipment, radiation, hygiene, physical constraints, security and first-aid organisation, work organisation, tidiness and cleanliness, external operations, temporary work, etc…

CompanyParticipant

- Secure company functioning: goods and staff - Introduction to systematic risk prevention - Learn to manage emergency situation - Know how to set up prevention plan

Any company staff



Course ContentObjectives

Target Group

Learning Methods

Implementation

50

MANAGEM

ENT SYSTEMS QSE

Rate:

Rate:

Duration: 2 days

Duration: 3 days





Internal Audit process

Customer satisfaction survey

Company

Participant

- Verify that quality system is conform with requirements, implemented and maintained in an effective way

- Learn techniques, methods and behaviour for conducting internal process audits

Quality managers, workers wanting to be involved in conducting audits



Company Quality issues - Customer requirements - Increasing awareness to quality - Customer focus

Interviewer’s behaviour - How can you communicate? - Importance of acknowledging the other - Basics of effective communication - Active listening - Know how to manage specific situations

How to handle disagreements and controversies

Behavioural examples and Case study - Customer interviews - Choice of interviewees - Interview preparation

Questionnaire - Goals to be attained - Questionnaire types depending on interview purpose - Main points around which questions are based - Different types of questions - Principles for drafting questionnaires - Questionnaire tests

Interview analysis - How to be faithful to customer perception - How to process collected amount of information - How to extract main points of survey

Improvement action plan - Analyse results - Identify key actions - Communicate results (internally, to customer) - Implement action plans - Measure customer satisfaction again

Reminders and definitions - Management principles - Overview of ISO 9001 requirements - Process definition - Process effectiveness measurement

Conduct process audit - ISO 19011 standard sets forth “guidelines for

quality and / or environmental management system audits”

- Role of auditor - Audit steps: pre-requisites, preparation, conduct

audit, follow-up and improvement

Audit and communication - Desired background and competences for auditors - Behavioural rules applicable to auditor - How auditor controls conditions for conducting

audit

Exercise for validating acquired experienceAt each step of the audit, practice exercises will be conducted to prepare carrying out real audits: - Familiarisation with documents - Documentation audit - Establish questionnaire, check arrangements - Conduct on-site audit (In-house training only)

Company

Participant

- Implement customer satisfaction measurement in order to establish impro-vement programme

- Evaluate customer’s purchase criteria - Evaluate latent and implicit needs - Learn about survey techniques, know how to interpret results and set up

quality action plan in the company

Anyone responsible for customer satisfaction evaluation and implementing quality improvement plans



Objectives

Course Content

Course Content

Target Group

Learning Methods

Implementation

Objectives

Target Group

Learning Methods

Implementation

51

MANAGEM

ENT SYSTEMS QSE



Supplier Assessments and Audits

CompanyParticipant

- Secure supplier performance - Learn how to evaluate and select suppliers - Learn how to improve supplier’s Quality - Cost - Time performance - Set up an improvement plan

Engineers and managers responsible for purchasing, supply chain, procurement and quality



Context and challenges - Purchasing process - Quality system logistics - Product quality

Supplier assessment - Supplier typology and specificities - Supplier classification and rating

Supplier selection - Methodology and criteria - Preliminary assessment questionnaire - Different types of supplier audits (organisation, process, capacity)

Supplier re-evaluation - Monitoring criteria - Performance monitoring - Implement measurement indicators and objectives to be achieved - Set up action and performance plan

Supplier improvement plan - Establish genuine procurement quality policy (target costing, purchasing marketing, advanced purchasing) - Purchasing - Supply Chain - Quality - Design Office Team platform - Definition of improvement priorities


Target Group

Learning Methods

Implementation

52

MANAGEM

ENT, COMM

UNICATION AND CAREERRate:Duration: 4 days





Persuasion and winning over

Anticipation, management and resolution of conflicts

- Apply listening strategies - Get agreement - Project a positive image of yourself and utilise every resource of

expressive persuasion - Adapt communication style to a conversation partner - Build trust relationships - Persuade and influence - Solve a problem - Recognise ambivalence, and unspoken issues

Leaders, managers and anyone for whom interpersonal communication is a key success factor.

Persuading and winning over: Goals - The main styles of communication and adapting your

communication to the person you are speaking to: sensory register, non-verbal language, synchronisation, etc…

- How to make positive contact: behavioural interpretation grid (actions, ideas, methods, people)

- Direct and indirect approaches, persuasive effect and uses and advantages of different kinds of argument (facts, logic, constraint)

- Resources and requirements for a persuasive statement - The 4 criteria of persuasion - Causing a conversation partner’s opinion to evolve:

question-asking attitude and use of self-persuasion

- Find new ways of behaving, gaining trust and relational ease, and exercise your authority with diplomacy

- Limit ineffectual reactions in relationships - Handle the negative behaviour of others - Develop your self-confidence - Work through disagreements - Give constructive feedback and criticism

Leaders, managers and anyone for whom interpersonal communication is a key success factor

Gaining in awareness of your own behaviour in interpersonal situations - Understand your interpersonal style better by assertion self-diagnosis - Identify 3 kinds of ineffectual conduct: passivity, aggressiveness,

manipulation - Identify practical strategies to strengthen your assertive powers - Develop proactivity

Reacting to passive, aggressive and manipulative behaviours - Know the 4 kinds of passivity, and how to block them - Deal with aggression with proven techniques - Anticipate and manage exaggerated behaviour - Detect and defuse manipulation in everyday life

Expressing constructive criticism - Prepare your critique using the DESC method - Learn how to offer criticism assertively

Managing conflicts - Get to know your interpersonal style - Adapt your behaviour in cases of aggression - Put preventive actions in place

- Suggesting strategies - Questions and additional explanation - Dealing with objections and influence: re-focusing, using

imagination - How to cope with dishonesty and trick questions - Self-assertion: saying no and being heard - Self-contradicting debates - Maintaining a trust relationship with the person you are

talking to

Handling implied messages and critique - Identify areas where you are oversensitive - Work through implied messages - Deal with aggressive critique using the right

techniques - Process justified critique into helpful information

Resolving conflicts - Identify sources of conflict - Acquire reflexes for overcoming blockage - Distinguish between mediator, facilitator and

arbitrator - Practice conflict resolution

Developing everyday negotiation and compromise-finding skills - Adopt a winsome attitude - Practice building negotiated solutions - Put a realistic action plan in place - Understand your rights in order to establish assertive

relationships


Target Group


Target Group

53

MANAGEM

ENT, COMM

UNICATION AND CAREER


Classroom Training



Rate:Duration: 4 days 1560 € HT(Classroom, by trainee)

Transfer your expertise

Chairing meetings effectively

- Prepare meetings efficiently - Lead all types of meeting and work groups with ease - Anticipate difficult situations (different challenges: position of players) - Get active participation of everyone present - Unite a group around a goal/strategy

- Identify your own expertise and learn how to best share it with both inter-nal and external colleagues

- Identify required expertise for a position - Pass on a competence or skill to a colleague in a way that will be retained - Coach the person trained ‘on the job’ - Evaluate results of the training

Employees about to become team leaders or having occupied that role for under 6 months

Anyone needing to pass on competences or skills (e.g. in case of departure, change of company organisation, new arrival, etc…)

Assessment of current practices - Assess existing meetings: strong points, weak points - Improve process of participant selection - Fight unproductive meetings and reduce meeting length

Organising a meeting and defining its objective - Practical preparation and organisation - Setting boundaries for your meeting: objective, duration and rules - Necessary conditions for participants to feel involved

Choosing the right methodology for a meeting - Use techniques adapted to each type of meeting

- Department meeting - Information meeting (bottom up / top down) - Negotiation meeting - Problem-solving meeting with consensus or dialogue

- Formalise during and after the meeting - Conclude, validate, and formalise key points of the meeting

In-house transfer of expertise - What expertise is, challenges, sharing - Defining its role

Expertise analysis - Define your mission - Define your related competences

Adult learning - Particularities - Self-diagnosis of learning style - Learning cycle and styles

Designing a training course (case study) - Define pedagogical objectives - Use pedagogical methods - Pedagogical tools, evaluation

- Write minutes, consider relevance of information and speed of distribution

Use of fundamental meeting-leader tools to ensure working group efficiency - Develop your listening skills - Attribute roles to increase efficiency - Facilitate exchange and creation of ideas - Know and identify group dynamics to make better

use of them - Promote creativity with relevant techniques

Getting alongside a trainee - How to coach - How to evaluate - Distinguishing authority from power - Putting in place individual and collective strategies

Communication and the transfer of knowledge - Importance of feedback - Identify malfunctions and errors of interpretation - How increase retention - Asking questions

Designing documents that ensure skill transfer - Methodology - Putting a process down in writing

Objectives

Objectives

Course Content

Course Content

Target Group

Target Group

54

MANAGEM

ENT, COMM






Daily management

Training foremen

- Get strategic vision of your role - Affirm your leadership - Master your sector’s required monitoring tools and methods - Develop interpersonal skills necessary for management success

Leaders, managers and executives wanting to develop winning patterns by awareness of personal development

Acquiring a strategic vision of your role as manager - Clarify your role and associated skills as manager within the

current context - Position your management in its context: company culture, stages

of development - Know yourself better as a manager and develop your personal skills

Mobilising individual and collective energies - Acquire the key concepts of team dynamics - Create conditions for increased team performance - Assess team skills and potential - Develop the talent of colleagues

Developing your leadership - Identify basic leadership characteristics - Detect and use your leadership potential - Build a vision to unite a team and know how to share it - Move from vision to action plan, to translate ambitions into

performance

- Support foremen in their professional development - Ensure efficient organisation and short-term management of their work - Understand parameters of interpersonal communication - Understand team dynamics - Identify what motivates your team - Identify what creates tensions in your team

Team leader, supervisor or foreman (or anyone occupying this role in the future)

Situating a working team in the company organisation - Position and role of foreman - Internal and external boundaries - Characteristics of one’s work team

Interpersonal communication - Communication attitudes - Communication strategies - Assertiveness - Role play

Team dynamics - Influence - Team functioning - Phases of team integration - Communication networks

Solving team-based problems - Method and techniques - Sources of conflict in a group - Sources of interpersonal conflict

Stress management

Situational management - Distinguish between authority and power - Subordination styles - Delegation: to whom, why, how, etc

Lead a meeting - Meeting preparation - Stress management - Leading a meeting

Communication and regulation in relationships - Develop your communication skills in difficult

situations - Defusing tension and conflicts - Adapt regulation tools to the situation: arbitration,

negotiation, mediation

Support and monitoring of change management projects - Understand change type and its impact on the team - Create conditions that anticipate and manage

resistance to change - Choose change management strategy - Build team spirit: train, inform, communicate, involve - Synthesis: putting training into action


Target Group


Target Group

55

MANAGEM

ENT, COMM






Encourage and mobilise your team

Stress management

- Mobilise and involve your workers - Communicate more effectively - Develop personal relationships - Make activities more purposeful and dynamic - Organise and delegate better - Understand today’s most effective management approaches - Find concrete ways of applying them to their specific context - Draw up an individual progress plan

Anyone managing a team

Building dynamic relationships with others - Get on the same wavelength to win confidence - Listen actively - Develop win-win relationships

Mobilising your people - Review your current management - Grasp the complexity of a new environment - Use ‘motivational levers’ - Understand young people better - Establish shared references (rules, common markers, etc...) - Distinguish authority from power - Put in place individual and collective strategies - Mobilise people around goals - Transform a problem into objectives

- Manage long-term stress effectively - Understand stress mechanisms - Use method and instinct to cope with professional demands - Develop your own stress management strategy - Improve your emotions control in stressful situations - Mobilise your personal resources - Recuperate fast

Executive management, leaders, operational managers, open to all

Evaluating your own functioning mode when faced with stress - Recognise your “stressors” and alert signals - Measure your stress level - Meet your needs in order to reduce stress - Understand your personality related reactions

Learning to relax intellectually, physically and emotionally - Use “relaxation” to relax yourself - Exercise control over your emotions - Understand the “mourning” phase when facing change - Accept “signs of appreciation” to resource yourself

Replacing passivity with positive action - Learn how to say “no” when necessary - Take a step back from usual stances of perception

Building self-confidence - Develop yourself through “allowances” - Reinforce positive self-image by “re-centering” - Highlight your “values” in order to be coherent

- Translate a strategy into objectives and into action plans - Communicate to win people over

Planning and managing your activity - Maintain a global vision of the activity - Support and evaluate actions - Prioritise and organise your activity through time management

Delegation and empowerment of workers - Understand challenges involved in delegation - Identify your personal strengths and weaknesses - Adopt behaviour conducive to taking of initiative and responsibility - Assess levels of individual autonomy - Develop everyday autonomy and skills - Create a work environment fostering autonomy

Creation and implementation of a success strategy - Be able to adapt yourself to an emergency or challenge so as

to redirect pressure into force of action - React quickly and effectively whilst regulating stress - Facing change: stress management increases our ability to

adapt to daily challenges - De-dramatise and gain perspective to stay lucid and confident

in action

Intensive training for high-level stress situations - Public speaking: control your anxiety; create your presentation

and expression plan, improvise, motivate listeners - Problem-solving: conflict, solution and creativity-finding,

choice of best action, implementation of means, etc. - Assert your authority in a healthy fashion: express complaint,

demand, refusal, compliment, sanction, etc. - Experience internal tensions positively: department re-organi-

sation, poor team spirit, various pressures, unstable economic context, etc.


Target Group


Target Group

56

MANAGEM

ENT, COMM





Classroom Training contact us

Personal and group efficiency

Know your production team

- Strengthen your approach to time - Implement new behaviour - Prepare your meetings effectively - Set up new rules for meetings - Improve your ability to chair

Executive management, leaders, operational managers, general public

Time: an ally in professional growth - Characteristics and laws of time - “Time stealers” - Personal awareness

Knowing yourself - Your energy capital, working rhythms, and internal pi-

lots - Factoring in stress and problem-handling

Know how to make a choice - Set objectives - Plan tasks - Define priorities - Delegating - Learn to say “no”

Time methodologies

Making meetings productive - Preparation - Framing the meeting - Minutes

Key functions of the meeting leader - His/her 3 functions - Leadership components - Dialogue techniques - Specific behaviours

Role of participants - Remarks and advice - Portrait gallery

Definition - Industrial organisation - Team structure - Extended missions - Skill management - Continuous improvement implementation

Problem

Goal

Team function - Team organisation

Implementation method - Running an organizational study - Conditions for success

Daily life - Organisational tools and methods

Sustainability - Indicators - Evaluations


Target Group

Objectives Course ContentCompany

Participant

- Mobilise and motivate personnel by making tasks more meaningful - Integrate ‘Management by Objectives’ and deploy progress plans - Implement fast communication loops - Acquire work-place autonomy whilst working in a participative team - Enrich functional tasks


Target Group

57

MANAGEM

ENT, COMM

UNICATION AND CAREERRate:Duration: 1-2 days

Custom Training /Classroom Training contact us



Managing & Leading

Company presentation - your company’s image

Statistics & eligibility - Leadership market perspective - Take-aways

Managers & Leaders - Definitions - Delegation, Monitoring & Control

Managing the transition to Leadership - Characteristics - Self & Group Assessment - Communication - Network

Building a leadership team - Steps & Stakes - Maintaining its high performance

Multi-level leadership - Concept cascading for highest company performance

- Incorporate the notion of customer service quality - Allow participants to become essential actors in customer service - Understand involvement needed for good company presentation - Promote your company and customer service


Introduction - What is company presentation? - Opening seconds of your company presentation - Create a good support relationship - Create a good personal contact

Steps of company presentation - Introducing yourself - Listening - Supporting - Moving on - Managing emergencies

Basic communication tools - Visitor typography - Active listening - Asking questions - Reformulating - Voice, tone, language

Improving your performance - Acquire information tools - Workstation set-up - Information (network and updates) - Tools - advice

Course ContentCompany

Participant

- Prepare future leaders understanding the challenges & steps to grow from Managment to Leadership

- Understand fundamentals of Leadership. Self-assess your own potential & acquire the necessary state of mind

High potential managers & professionals being considered for leaderships positions & facing ever increasing complexity in their business environment. Executives wishing to share & progress with peers

- Lecture & experience sharing (former Executive of a large WWD corporation) - Business Cases analysis - Role-play & contextual improvisations - 360° Assessment: Process & Value-Add - Past-Experiences Catalyst

- Transition to Leadership & Continuous Improvement - 360° Initiative - Balancing Competence & Warmth

Objectives

Target Group

Learning Methods

Implementation


Target Group

58

MANAGEM

ENT, COMM






Self-expression and improved communication

Public speaking

This workshop provides real-life training allowing you to use effectively all the resources of self-expression at your disposal

It enables you to: - Identify and develop your personal resources - Overcome lack of confidence and assess your communication style - Overcome communication hurdles to establish positive relationships in both professional

and personal environments - Create a striking presentation which is both coherent and motivating - Be understood and increasing the impact of your messages - Adapt to your audience, heightening interest and attention


- Considering the nature and causes of discomfort in verbal communication - Different reservations and how to overcome them - Decoding silences - How to overcome your fear - Sender - receiver; its role in the quality of exchange - Different forms of communication breakdown - Factors in communication breakdown - Physiological speech information: voice, breathing, intonation, articulation, etc… - Use of physical space and body language: attitude, gestures, expressiveness, gaze - Active listening - Explanatory elements of a message: clarity, precision, concision, conviction - How to make a speech lively and easy to follow - Having a goal: how to determine and reach it - Highlighting ideas: how to vary sensorial channels, underlining key words and using images - Empathy - Self-assertion: permitting oneself to speak and ask questions

- Gain confidence and effectiveness when speaking in two contexts: addressing a large au-dience and participating in a group discussion

- Acquire basic techniques for speaking in a way that is fluid and easy to listen to, in the context of business and community life

- Learn to be constructive by asserting yourself in a group

Leaders, managers, directors wishing to develop ability to attain objectives

Analysis of current situation - What I can / can’t do - Entering into a progress dynamic: what I want

to learn

Getting comfortable enough to enjoy speaking in public - De-dramatising public speaking and gaining in

confidence - Channelling your emotions positively: controlling

them and maintaining focus

Positioning yourself in front of an audience, po-sitioning yourself within a group - Learning to find your place

Preparing yourself to speak effectively - Prepare your message - Finding tools and support materials

Being at ease with your listeners - Knowing how to start and continue - Knowing how to finish your point

Moving from fear to enjoyment - Develop your ability to adapt to the unexpected - Develop your ability to improvise


Target Group


Target Group

59

MANAGEM

ENT, COMM






Leading a training course

Train the Trainer

- Communicate a message or skill - Understand different functions of a trainer - Learn how to use pedagogic tools and methods according to the objective, audience

and context - Design a training course - Understand and manage group dynamics - Overcome difficulty or conflict

Anyone required to lead a training course

The teaching relationship - Specifics of adult pedagogical and learning theories - Determining your own understanding of training

Interpersonal communication - Sources of dysfunction - Differentiate, transmit and communicate

The trainer’s role

Designing a training session - Learning goals - Course architecture - Teaching methods: affirmative, demonstrative, active - Conception and deployment of teaching supports

Training course leadership techniques - Leading a training session (preparation,

welcome, launch, communication tools, non-verbal communication)

The rules of learning - Learning cycles - Learning styles - How to encourage memorisation

Evaluation - Kinds of evaluation - Ability to evaluate a result

Find your role as trainer - Position yourself as trainer - Learning fundamentals

Identify course leadership success factors - Draft a teaching goal - Use of right course leadership methods

Key moments in leading a training course - Beginning - Launching a session - Conclusion

How to evaluate - Validation of acquired knowledge - Interim evaluations - Individual / collective evaluations

Company

Participant

- Acquire a working method and basic principles of adult learning so as to offer dynamic and motivating training courses for your colleagues, partners, and customers

- Learn methods and tools for leading training courses

Anyone required to prepare and lead training courses or meetings

- Varying methodological approaches - Exchange of experiences and case studies - Role play

(Preparation required prior to training course)

Objectives

Target Group

Learning Methods


Target Group

Course Content

60

AttendAnce sheet

Register via Internetwww.axsens.com/bte

Customer Relations Officer, Training DepartmentPhone: Cell:Fax:E-mail:Website:

+33 (0)5 34 61 20 25

+33 (0)6 82 66 43 29

+33 (0)5 34 61 58 48

[email protected]

www.axsens.com

Headquarter20, impasse Camille Langlade

31100 Toulouse, France

Information and register

62

a) Training fees are to be paid globally by the client. This includes any travel fees which may also apply. The

invoice is to be paid in Euros inclusive of all taxes.

b) Payment method : credit card payment or bank wire transfer to be sent before the training session in order

to confirm the class enrolment.

c) Our prices are excluding VAT.

a) In the case of training cancellation less than 7 working days before the start of one of the classes, the orga-

nisation will retain a percentage of 20% in compensation for the cancellation.

b) In the case of training cancellation less than 3 working days before the start of one of the classes, the orga-

nisation will retain a percentage of 80% in compensation for the cancellation.

c) In the case that not all client attendees show up to the training class, the client will only be invoiced for the

part of the action carried out pro rata to the number of attendees presents/number of attendees expected.

Furthermore, the organisation will retain a percentage of 10% of the planned fee which was not carried out as

compensation.

d) In case of unilateral cancellation by Axsens of a scheduled training session, customer will be refunded at

100%, AXSENS will do its utmost to find alternate options suitable to customer organization.

If a dispute cannot be settled out of court, the Commercial Court of Toulouse, France will be the only court used

to settle this dispute.

Three weeks before the start of the training session, the contact person indicated on the enrolment form

(and/or the enrolment manager, upon request) will receive a notification with the following details:

Article 1: Financials & registration

Article 2: Cancellation

Article 3: Dispute settlement

Notification

The address and contact details of where the training session will place

Information on how to get to the training session

Training session times

A list of possible hotels in the vicinity

The name of the confirmed trainer

GenerAl terms And conditions

63

à 200m

Impasse Camille Langlade

Garonne

Route d’Espagne

E80A620

25

MONTAUBANPARIS

BORDEAUX

ALBI

CARCASSONNENARBONNE

AUCH

SAINT-GAUDENSTARBES

A64

E09

E72

N124

A62

A64

A624

A61

A61

A620

conditions GénérAles de pArticipAtionJoin our teAm

Our Paris Office91, rue de Réaumur75002 Paris, France

Headquarter20, impasse Camille Langlade31100 Toulouse, France

Accessibility: Bus, Metro, Train, car parking, VélôToulouse (bike hire in Toulouse)(offices located 15 minutes from Toulouse-Blagnac airport)

Area map and how to find us available on our website:www.axsens.com

Accessibility: Bus (lines 39 or 29)Metro (lines 3, 4, 8 or 9)

64

Axsens SAS, Headquarter20, impasse Camille langlade

31100 Toulouse, franceTél. [+33] [0]5 34 61 20 25fax. [+33] [0]5 34 61 58 48

www.axsens.com

n°2010102115

professional training catalogaxsens.com/wp-content/uploads/2017/05/axsens-bte... · ·...

Documents