seminare - lean = learn · 6 management and leadership trainings page 06–19 the results of lean...
TRANSCRIPT
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The global and local market develops dynamically. Market volatility of most industries is higher than ever befo-
re. To achieve success tomorrow, it is essential to provide top performance to your customers as well as to your
own employees. Our mission is to keep you, your employees and your organization fit for top performance.
In cooperation with our BestPractice Partners – excellence companies in their industries, successful players in
international management as well as thought leaders of lean management – we are giving training in efficient,
practice and result-oriented way. Visit our trainings and congresses, take our tailor-made qualification pro-
grams, and learn useful experiences by exchanging ideas with others. Go for your “Lean-Tour” with a strong will
to change and achieve continuous improvement in your organization. Also, we are in the same approach with
you. We are developing and extending our academy program on digital platform. In addition, upon from 2017,
we provide a complete and modular training program to “Certified Lean Leader” for you.
Please visit us by the following link: www.staufen.ag/academy
The Staufen Academy provides:
Practice-oriented qualification for continuous learning and sustainable implementation
Seminars, Trainings, Coaching, Benchmarking
High quality certification per AZAV, ISO 9001, ISO 29990
Training programs with over 15 languages at more than 14 locations worldwide
More than 90 active trainers and over 60 international BestPractice Partners
More than 3.000 satisfied participants benefit from our program each year
Qualification for Top-Performance.
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Table of Contents
Training topics by functions 4–5
Open Academy Program
MANAGEMENT AND LEADERSHIP TRAININGS 6–19
INCL. LEAN LEADER CERTIFICATION
EXPERT TRAININGS 20–31
LEAN EXPERTS AND LEAN TRAINERS 32–29
SIX SIGMA AND LEAN SIX SIGMA 30–31
TRAININGS FOR SPECIALISTS 32–42
Inhouse Trainings 43
E-Learning / Blended Learning 44
BestPractice Tours, Visits and Events 45
International Qualification 46–47
Page Lean / CIPProduction / Logistics / Process Planning
Research /Development Quality Purchasing Sales / Service
Administration(HR, IT, Finance ...)
BusinessDevelopment
8 Certification for Lean Leaders** New X X X X X X X
11 With Lean Management towards corporate excellence – RECARO Aircraft Seating live X X X X X X X X
11 Lean Enterprise – ABB live X X X X X X X X
12 Strategy development and corporate management as per Hoshin Kanri New X X X X X X X X
12 Value creation of the future – Experience Industry 4.0 – SEW-EURODRIVE live X X
13 Smart factory vs. dark factory – Industry 4.0 meets Lean – SEW-EURODRIVE | SFS live New X X
13 Leading and learning in the digital age – HARTING live New X X
14 The Hancho – BMW live X X X
14 Kata compact – BMW live X X X X X X X X
15 Leading the Lean Transformation to success – 1 day with Prof. Daniel T. Jones New X X X X X X X X
15 Shop Floor Management – HOLDER | LTLS | MAQUET | MTU Aero Engines | RECARO | SPÜHL | VOITH live X X X X X X X X
16 Excellent processes bychance in leadership and culture – MTU Friedrichshafen live X X X
16 Operational excellence and just-in-time in the electronics industry – Albrecht Jung live X X
17 Before Lean and after Lean – Living the transformation process – MAQUET live X X X
17 Lean Development for successfull development projects – Albrecht Jung | SEW-EURODRIVE live X X
18 Lean Order Fulfillment for efficient order process – Aerzener Maschinenfabrik live New X X X X X
18 Lean Sales Strategy for profitable growth New X X
19 Lean Service to build a successful service business – TRUMPF live New X X
19 Performance Management in Lean Enterprises – Accounting for Lean X X X X
Training topics by functions**
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20 Certification for Lean Experts and Lean Trainers X X X X X X X
24 I. Basic Training X X X X X X X
24 II. Lean Development – HOLDER live X X
25 II. Lean Manufacturing – SEW-EURODRIVE live X X
25 II. Lean Assembly for high volume production and short takt time – ELESTA | SEW-EURODRIVE live X X
26 II. Lean Assembly for low volume production and long takt time – HOLDER live X X
26 II. Lean Order Fulfillment – Methods for lean order processing – Aerzen live X X X X
27 II. Lean Administration – Practical and professional skills for lean experts in indirect areas X X X X X
27 II. Lean Purchasing – Methods for lean purchase X X
28 II. Lean Logistics – Practical and professional skills for lean logistics experts – BMW live X X X
28 II. Lean Construction – Methods and approaches – LINDNER live X X
29 II. Lean Service – Practical and professional skills for lean experts in customer service New X X
29 III. Advanced training – BILZ | HOLDER | SPÜHL live X X X X X X
30 Six Sigma and Lean Six Sigma Trainings New X X X X X X X
34 Quickstart Lean Management X X X X X X X
34 Kata intensive ** X X X X X X X
35 Lean Administration – ELESTA | SEW-EURODRIVE live X X X X X X
35 Increasing sales performance, reach growth targets, improve leadership activities – SPÜHL live X X X X
36 Variant management and complexity control X X X
36 Problem-solving methods and tools** X X X X X X X
37 A3 – Practical problem-solving according to Toyota – HOLDER live** X X X X
37 Value stream mapping & value stream design – ELESTA | SEW-EURODRIVE live** X X X
38 Value stream analysis 4.0 – PTW Training Factory live** New X X X X
38 Ideal supplier performance by applying lean supply chain management X X
39 Lean Logistics – ABB live X X
39 Lean Line Design – SEW-EURODRIVE live X X
40 Poka Yoke as quality tool for zero defects – SEW-EURODRIVE live X X X X
40 Heijunka – Levelling and smoothing of production X X
41 Sequential production in Chaku-Chaku lines – PTW Training Factory live** X X
41 Set-up time optimisation – SEW-EURODRIVE live X X
42 Chipping optimisation for higher productivity – SEW-EURODRIVE live X X
Page Lean / CIPProduction / Logistics / Process Planning
Research /Development Quality Purchasing Sales / Service
Administration(HR, IT, Finance ...)
BusinessDevelopment
8 Certification for Lean Leaders** New X X X X X X X
11 With Lean Management towards corporate excellence – RECARO Aircraft Seating live X X X X X X X X
11 Lean Enterprise – ABB live X X X X X X X X
12 Strategy development and corporate management as per Hoshin Kanri New X X X X X X X X
12 Value creation of the future – Experience Industry 4.0 – SEW-EURODRIVE live X X
13 Smart factory vs. dark factory – Industry 4.0 meets Lean – SEW-EURODRIVE | SFS live New X X
13 Leading and learning in the digital age – HARTING live New X X
14 The Hancho – BMW live X X X
14 Kata compact – BMW live X X X X X X X X
15 Leading the Lean Transformation to success – 1 day with Prof. Daniel T. Jones New X X X X X X X X
15 Shop Floor Management – HOLDER | LTLS | MAQUET | MTU Aero Engines | RECARO | SPÜHL | VOITH live X X X X X X X X
16 Excellent processes bychance in leadership and culture – MTU Friedrichshafen live X X X
16 Operational excellence and just-in-time in the electronics industry – Albrecht Jung live X X
17 Before Lean and after Lean – Living the transformation process – MAQUET live X X X
17 Lean Development for successfull development projects – Albrecht Jung | SEW-EURODRIVE live X X
18 Lean Order Fulfillment for efficient order process – Aerzener Maschinenfabrik live New X X X X X
18 Lean Sales Strategy for profitable growth New X X
19 Lean Service to build a successful service business – TRUMPF live New X X
19 Performance Management in Lean Enterprises – Accounting for Lean X X X X
20 Certification for Lean Experts and Lean Trainers X X X X X X X
24 I. Basic Training X X X X X X X
24 II. Lean Development – HOLDER live X X
25 II. Lean Manufacturing – SEW-EURODRIVE live X X
25 II. Lean Assembly for high volume production and short takt time – ELESTA | SEW-EURODRIVE live X X
26 II. Lean Assembly for low volume production and long takt time – HOLDER live X X
26 II. Lean Order Fulfillment – Methods for lean order processing – Aerzen live X X X X
27 II. Lean Administration – Practical and professional skills for lean experts in indirect areas X X X X X
27 II. Lean Purchasing – Methods for lean purchase X X
28 II. Lean Logistics – Practical and professional skills for lean logistics experts – BMW live X X X
28 II. Lean Construction – Methods and approaches – LINDNER live X X
29 II. Lean Service – Practical and professional skills for lean experts in customer service New X X
29 III. Advanced training – BILZ | HOLDER | SPÜHL live X X X X X X
30 Six Sigma and Lean Six Sigma Trainings New X X X X X X X
34 Quickstart Lean Management X X X X X X X
34 Kata intensive ** X X X X X X X
35 Lean Administration – ELESTA | SEW-EURODRIVE live X X X X X X
35 Increasing sales performance, reach growth targets, improve leadership activities – SPÜHL live X X X X
36 Variant management and complexity control X X X
36 Problem-solving methods and tools** X X X X X X X
37 A3 – Practical problem-solving according to Toyota – HOLDER live** X X X X
37 Value stream mapping & value stream design – ELESTA | SEW-EURODRIVE live** X X X
38 Value stream analysis 4.0 – PTW Training Factory live** New X X X X
38 Ideal supplier performance by applying lean supply chain management X X
39 Lean Logistics – ABB live X X
39 Lean Line Design – SEW-EURODRIVE live X X
40 Poka Yoke as quality tool for zero defects – SEW-EURODRIVE live X X X X
40 Heijunka – Levelling and smoothing of production X X
41 Sequential production in Chaku-Chaku lines – PTW Training Factory live** X X
41 Set-up time optimisation – SEW-EURODRIVE live X X
42 Chipping optimisation for higher productivity – SEW-EURODRIVE live X X
6 MANAGEMENT AND LEADERSHIP TRAININGS
Page 06–19
The results of Lean Transformation strongly depend on the com-mitment and performance of their leaders. We will open you a door to new ideas by providing benchmark factory tours, intensi-ve exchanges with your management colleagues and hands-on speeches. Improve your lean competence and leadership perfor-mance by taking our practice-oriented and guaranteed effective training to “Certified Lean Leader”.
Effective leadership and the right strate-gies – Basis for your Lean success story
8 MANAGEMENT AND LEADERSHIP TRAININGS
Training and Certification for Lean Leaders
I. CORE MODULES II. ELECTIVE MODULES III. EXAMINATION & EXPERIENCE REPORT
"The most important lesson is that lean transformations are only sustained by active lea-
dership from the top, where they are part of the core strategy of the organisation. Lean
leaders lead from the ground up, unblocking obstacles, setting the improvement direction
and developing continuous improvement everywhere. Leaders learn by helping others too
learn."
Prof. Daniel T. Jones,
Lean Leadership Expert, Author “The Machine That Changed the World“
Why developing Lean Leaders?
The role of a Lean Leader is essential for successful and sustainable introduction of lean
management in an organization. The Lean Leader guaranties the feasible implemen-
tation of lean processes by excellence leading (self and employee development), and
therefore is the pioneer to the top performance in his responsible area.
He changes the organization by …
… implementation of his operative and strategical management jobs
… leading through interaction with his employees
… purposive use of right management instruments and methods
as well as demand-oriented qualification of its employees as role of mentor.
Training structure
Lean Leadership Basics
2× 2 Days, 4 Credit Points
We provide courses at every hierarchical
level, in addition also different func-
tion and subject specific modules for
different topics. You must achieve 3-4
Credit Points (depends on whether 1
day or 2 days’ workshop you take for the
Shop Floor Management Training). You
have choices among Leading and Lean
Trainings, our BestPractice Tour “Lean
Leadership” and individual Coaching.
We recommend a combination of those
options.
At the end of training
program, you are supposed
to take an examination. In
addition, every participant
needs to write an expe-
rience report during the
training, referring to his
professional background.
Lean Leadership Advanced
2× 2 Days, 4 Credit Points
Shop Floor Management
1-2 Days, 1-2 Credit Points
MANAGEMENT AND LEADERSHIP TRAININGS 9
I. CORE MODULES
Competence developmentFor the successful gradu-
ation of the entire training
program, you need:
13 Credit Points (≙ 13 Training
Days) within 24 months
1 experience report (near the
end of the training)
Pass the examination (at end
of the training)
ELECTIVE MODULE
ELECTIVE MODULE
SHOP FLOOR MANAGEMENT
LEAN LEADERSHIP ADVANCED
LEAN LEADERSHIP BASICS
II. Elective Modules
I. Core Modules
Leadership Competence
By choosing elective modules individually you have opportunities to emphasize your lean
and leading competence for further qualification.
Lean
Com
pete
nce
4 Credit Points
2× 2 Days
(Theory, Practical Exercise, Role Plays,
Discussion)
We recommend this course as the first
course for lean leadership training.
Program Content
Lean Transformation: Phases, action
areas, approach
Basis of lean leadership
Role of leaders in Lean Transformation
Change management and dealing with
resistance
Management and leading function in
lean context
Target / Learning Purpose
Recognize, estimate, and reflect your
own leadership behavior
Learn the relationship between
management functions and leadership
behavior
Improve your management
performance
Know the success factors and barriers
for sustainable Lean Transformation
Lean Leadership Basics
I. CORE MODULES
10 MANAGEMENT AND LEADERSHIP TRAININGS
4 Credit Points
2 x 2 Days
(Theory, Practical Exercise, Role Plays, Discussion)
This course could only be booked after taking
the course “Lean Leadership Basics”
You could choose your suitable shop floor management
training from our existing training programs
(Please see page 15 for detail).
Shop Floor Management
Program Content
Situational management and cooperative leadership style as a
basis for success
Relationship among value, attitudes, and behavior
The mentor mentee principle as the foundation of learning
organization
Leading by questioning / questioning techniques
The leading target as the basis for reflection and feedback
Success factors for leading in international environment
Introduction of “Blue Sky” methodology
Target / Learning Purpose
Leaders can play mentor role in certain situation
Give right feedback respectively and professionally
Improve reflection ability (for yourself and others)
Successful leading by questioning and using questioning
techniques in right situation
Lean Leadership Advanced
In elective module, you can choose (almost) any Management and
Leadership Training (pages 6 – 19), the BestPractice Tour “Lean
Leadership” (page 45), skill training “A3 Report” (page 37), “Kata
intensive” (page 34) and “Value Steam Analysis & Value Stream
Design” (page 37). You could also book 2 individual coaching days
instead, which contain 2 credits as well.
II. ELECTIVE MODULES
For more information about credit points and course focus
(weight between leadership competence and lean competence)
of each selective module see further program pages
FocusLeader-shipLean
You will get a discount of 300 € for booking “Lean Leadership Ba-
sics” together with “Lean Leadership Advanced”. Price for com-
plete booking without elective module “coaching” (13 training
days incl. examination and certification fees): 8.990 €. You save
up to 1.650 €. Price for complete booking with elective module
“coaching” (11 training days, 2 coaching days incl. examination
and certification fees): 10.990 €. You save up to 2460 €. You are
I. CORE MODULES
flexible to choose course schedule. In case you take more than
13 training / coaching days by choosing more courses in selec-
tive module, every further day costs 600 EUR for each. Discounts
could not be combined. All courses (except: “Lean Leadership Ad-
vance”) could also be booked individually.
Benefit from our special condition for combinational booking
MANAGEMENT AND LEADERSHIP TRAININGS 11
Giving guidance, keeping direction and reaching the goalBestPractice companies not only implement functional optimisation (within departmental limits), but also
ensure efficient interdisciplinary cooperation across the entire company and beyond. They adapt lean prin-
ciples from the production process across the company and work on their consistent development. Com-
bine your corporate strategy with tried and tested Lean principles to succeed in the development of a lean
company. With RECARO Aircraft Seating get to know a company that continuously optimises its leadership
processes and its organisation with recognised methods and approaches, thus consistently pursuing the
path towards a Lean enterprise.
From traditional assembly line to Lean line productionMany manufacturing companies have implemented lean tools and methods and developed their own pro-
duction systems. Often, however, the goal of maximum quality and productivity is not achieved: imple-
mentation processes came to nothing, solutions did not fit together, and approaches were not consistently
pursued by management and / or the employees. Organisational innovations remained ‘on track‘. Lean
Enterprise Transformation along the entire value stream is often still weak. ABB adapts Lean from the
production throughout the company and consistently develops this further. Focus is on two elements: the
guiding principle and the resulting excellence principles. Using this focus it will be easier for you to establish
the characteristics of a lean company and explain all activities comprehensively and to concentrate them.
With Lean Management towards corporate excellence
Lean Enterprise
Program content
Corporate culture as part of the change process – the reasons behind the transformation into a Lean
Enterprise
The path towards a Lean Enterprise – how to bring the transformation to a successful conclusion
Lean principles on site – how to lay out the steps on the path towards a Lean Enterprise
Program content
Milestones on the way towards Lean Enterprise: transformation phases and tools
The idea of value stream and how to implement it to Lean Enterprise
Cross-functional teamwork of lean approaches in practice
Lean Enterprise live: logistics, project handling and production
Formulation of principles and operating instructions – first steps towards Lean Enterprise
RECAROAircraftSeating
live
Focus
Leader-shipLean
Focus
Leader-shipLean
ABB live
For this training, you will receive 1 Credit Point towards our training course to become a Certified Lean Leader (for details, please see pages 08-10)
For this training, you will receive 1 Credit Point towards our training course to become a Certified Lean Leader (for details, please see pages 08-10)
12 MANAGEMENT AND LEADERSHIP TRAININGS
Program content
Methods to set targets: Difference between Management by Objectives and Hoshin Kanri
Connection: Vision, goals, projects and success factors
Method: Development and cascading of goals
Mechanism: Tools and forms like x-matrix, action plan and bowling chart
Strategy development and corporate management as per Hoshin Kanri
Giving guidance, keeping direction, and reaching the goalA successful sailor knows how to use the wind and therefore reaches his destination. The compass leads
him the right direction. In the second half of the last century the Hoshin Kanri principle of development and
cascading of goals were created in Japan, with support from William Edwards Deming und Joseph M. Juran.
Meanwhile Peter Drucker developed his system of management by objectives. At first, it seems like both
concepts are similar but looking at it more closely, there are significant differences. Based on a company
vision, Hoshin Kanri defines breakthrough targets over a 3 to 5-year period and the resulting goals for the
following year. This process is aligned with the vertical and horizontal organizational structure. It ensures
that all involved parties along the value stream have the same goal. The cross functional view increases eve-
ryone’s understanding for the improved value stream. Apart from a uniform understanding of the current
situation and the goal, Hoshin Kanri also develops the overall values of all participants.
Intelligent working systems of the future in the SEW showcase factoryBenefit from innovational spirit and implementation expertise by means of efficient, versatile production
systems. Hereby you will undergo how to realize an expanding product variety economically and how to
handle rising complexity among the production process. A seamless linking of each manufacturing step
with the corresponding resources to an intelligent overall process allows to integrate support processes
efficiently and to support humans by equipment and information in an ideal way. This is not just the foun-
dation for more flexibility but reduces waste noticeably in the overall system at the same time.
Value creation of the future – Experience Industry 4.0
Program content
Challenges of tomorrow’s working environment: potentials and risks of social and technological
drivers for your company
Smart Automation – supporting humans instead of replacing them: how collaborative
working systems realize individual products flexibly and economically in lot size 1
Lean meets I 4.0: Chances of I 4.0 elements and how the Lean Management approach obtains
corresponding prerequisites
The SEW way: How a top performance company strikes towards the digital future
SEW-EURODRIVE
live
Leader-ship
Lean
Host:
Focus
For this training, you will receive 2 Credit Points towards our training course to become a Certified Lean Leader (for details, please see pages 08-10)
MANAGEMENT AND LEADERSHIP TRAININGS 13
Program content
Basic principles of Industry 4.0 / Smart Factory
Practical examples for a successful implementation
Effects on business models and product development
Factory visit and analysis of gearbox manufacture with Lean and Smart Factory approaches live
Measures towards process optimisation and on-site implementation
Program content
From concept to culture – taking people on board right from the start
Excellence through consistency – from a traditional electrical engineering plant
to a lean technology company
HARlis Academy (HARTING learning and improvement system) – qualification and education
BestPractice examples across the entire value stream on site
Consistent application of Lean methods and principles – pull, flow assembly,
continuous change process, Shop Floor Management
The role of the manager in the change process
Smart factory vs. dark factory – Industry 4.0 meets Lean
Leading and learning in the digital age
Efficient processes, intelligent automatization, clever IT-solutionsMany manufacturing companies have already successfully implemented Lean methods. On the other hand,
there is a media hype about Industry 4.0 / Smart Factory. We take a backstage glimpse behind these buzz-
words and show the similarities and differences between the two approaches. However, there will also be a
focus on how a combination of both approaches can increase productivity further within the company. You
will learn about the stumbling blocks associated with the successful combination, the technologies that pro-
mise a speedy success, and find out that Industry 4.0 / Smart Factory encompasses far more than merely IT.
Compatibility of Lean Leadership and Digital LeadershipFrom a specialist in electrical engineering through lean development to a lean technology leader! HARTING
sets new standards in the areas of company-wide change dynamics across all hierarchical levels. Learn
about what stumbling blocks to expect during the implementation of a production system and how to deal
with them. Experience the "HARTING Spirit": a continuous movement ahead, constant improvement, every
day in every process, involving all employees.
Focus
SEW-EURODRIVE
or SFS live
HARTING live
Leader-
ship
Lean
Focus
Leader-shipLean
For this training, you will receive 1 Credit Point towards our training course to become a Certified Lean Leader (for details, please see pages 08-10)
For this training, you will receive 2 Credit Points towards our training course to become a Certified Lean Leader (for details, please see pages 08-10)
14 MANAGEMENT AND LEADERSHIP TRAININGS
Program content
Theoretical principles of Kata and the role of the manager as mentor in the CIP
Presentation of the Kata initiative at BMW Landshut
Participation in live shop floor coaching
Theoretical principles of the psychology of learning as part of Kata
Open discussion and exchange of experiences with senior managers
Program content
The role of the Hancho in the Continuous Improvement Process (CIP)
The interplay between new working organisations, WPS production systems and shop floor management
From theory to practice: how the role of the Hancho at BMW Landshut is implemented
and practised successfully
Go&See, Discussion and exchange of experiences
The Hancho
Guarantor for process stability, high productivity and CIPIn the introduction of Lean Production systems, the focus is often solely on implementing methods and
tools that are subsequently maintained through Lean Experts or as the result of the cost pressure of
efficiency increasing Programs. If the Lean Philosophy is not firmly anchored within the leadership and
structure of the organisation, sustainability is generally very low. The CIP is only sporadically implemented
in projects. For daily work on sustainable solutions, it is necessary for the organisation to dedicate a spe-
cific change reserve: BMW decided to introduce a new organisational structure. In this organisation, the
foreman (‘Hancho’) acts between the supervisor, due to his wide control span, who cannot focus on the
details of standardised work, and the workers. His remit is to take control of the technical leadership of a
small team, regularly checking the adherence to standards, providing support during process disturbances
and the continous leading of structured problem solving processes. Learn about the tasks of the Hancho.
Understand why a 100% ’exempted’ foreman is worthwhile and find out about what must be considered in
the introduction.
BMWlive
Focus
Leader-ship
Lean
Improve leadership performance and live CIP by the implementation of KataGet a compact overview of Kata and its role within the context of Lean Management and its practical appli-
cation in leadership tasks. Many companies concluded that sustainability cannot be created by the intro-
duction of new methods alone. On the contrary, leadership performance with a focus on stable processes
and CIP is an essential success factor. With the implementation of Kata, BMW has taken a further step to
sustainably embed the existing value-creation oriented production system within the leadership organi-
sation. This way, the daily CIP in accordance with the mentor-mentee principle is ensured. Experience the
integration of Kata into the everyday leadership process and the mentor-mentee dialogue taking place on
site between foreman and supervisor or team leader.
Kata compact
BMWlive
Focus
Leader-ship
Lean
For this training, you will receive 1 Credit Point towards our training course to become a Certified Lean Leader (for details, please see pages 08-10)
For this training, you will receive 1 Credit Point towards our training course to become a Certified Lean Leader (for details, please see pages 08-10)
MANAGEMENT AND LEADERSHIP TRAININGS 15
Program content
Shop Floor Management, on-site leadership, tools and attitudes
From implementation of individual tools to sustained top performance
Structured daily schedule, problem recognition, visualisation and standards
The manager in the role of the disciplined superior, coach, moderator and mentor
On-site process observation, factory tour, participation at morning meeting and quality meeting
Guided tour in manufacturing, assembly, information centre
The role of management in the Lean TransformationShop Floor Management (SFM) stands for improved leadership and organisation on the path to a Lean com-
pany. The methods and tools employed aim to improve the interaction between managers and employees,
with managers themselves promoting the problem solving and improvement process. Transparent visualisa-
tion, comprehensibility and manageability play a key role in SFM. Early identification of a need for action and
speedy problem solving can be achieved on a daily basis with a minimum of effort. If your company is under-
going ‘Lean Transformation’, then you should learn about shop floor Management and implement it! This is
an opportunity for you to learn about the new requirements placed on managers and the empowerment of
employees, as well as discussing these topics with managers with practical experience and also Lean experts.
Shop Floor Management
Program content
The evolution of lean & Toyota's lean strategy
Group Work:
Topic 1: What is lean strategy? What is the business case for lean?
Topic 2: What is lean thinking for leaders? From problem finding to problem solving.
Topic 3: What does respect for people mean? What is the role of line management & teams?
Toyota Production System as a learning system
Group Work:
Topic 4: Are we creating reusable learning or reusable knowledge? How to use Gemba walks?
Topic 5: Embodying learning from users and production into next generation products?
Topic 6: Evaluation and implications – the gap between now and the desired future
Summarizing the key lessons for Lean Leaders
Leading the Lean Transformation to success – 1 day with Prof. Daniel T. Jones
Leading a sustained Lean TransformationLean has to be led from the top if it is to be sustained, and yet there is still a lot of confusion about what this
means for leaders. This workshop will reflect on experiences to date and what it takes to turn learning at every
level into business results. What do leaders need to learn and how can they build the capabilities for dynamic
continuous improvement rather than optimization throughout the organization? The workshop will comprise
a series of structured discussions defining current challenges and the next steps each leader can take.
Focus
HINT: Prof. Daniel T. Jones will
speak in English. Every partici-
pant will receive one exemplary
of his new book: „Lean Strategy".
Ihr Gastgeber:
Leader-shipLean
For this training, you will receive 1 Credit Point towards our training course to become a Certified Lean Leader (for details, please see pages 08-10)
16 MANAGEMENT AND LEADERSHIP TRAININGS
Program content
Success factors for the lean implementation: design of production processes using lean methods
Kanban and pull principle, production supply (milkrun, warehouse & shipping logistics) and control
Professional distribution logistics with 24h delivery service
Plant tour and BestPractice live: production process before and after
Work system design and equipment construction
Leading the change process
Program content
BestPractice examples across the entire value stream: supplier integration, metal-cutting
manufacturing, electronics production, large engine assembly and logistics
Project 'Lean@MTU' as integrated MTU production system: introduction from scratch
How a company that aligns according to Lean operates and ‚lives‘ continuous improvement
Live participation in morning meeting and the cascade of regular communication
Shop Floor Management – more than smart key figure boards and periodic meetings
Excellent processes bychance in leadershipand culture
Transformation of a traditional machine manufacturer to Lean EnterpriseHave you heard the preconception that Lean only works for series producers, but not for the mechanical
and plant manufacturers who have small batch sizes and high complexity? We will prove the opposite!
MTU Friedrichshafen, a traditional German machine manufacturer, sets new standards in the areas of lean
production and entrepreneurial change dynamics, across all hierarchical levels. Hear about the success
factors and stumbling blocks in the implementation of a production system and how to deal with them.
Experience the 'MTU Spirit', a continuous forward motion and constant daily improvement in all processes
and involvement of all employees. MTUFriedrichs-
hafen live
Lean production and logistics 24-hour delivery serviceDespite the wide range of products available, JUNG offers its customers a 24h delivery service for all items.
Key to success is an intelligent integration of high-performance logistics processes and lean production and
assembly. Experience on-site how the lean team of the JUNG company has implemented this development
consistently in the past 10 years at the Lünen site. The successful application of lean methods, such as the
interlinking of the assembly process in a one-piece flow, the structure of Kanban loops for material supply
and production supply through route trains and fine logisticians have significantly influenced the changes.
The directly attached distribution logistics that are tuned to requirements, enable the daily delivery of just-
in-time supply with series products, merchandise and just-in-time produced special orders to the customer.
Operational excellence and just-in-time in the electronics industry
AlbrechtJung live
Focus
Focus
Leader-shipLean
Leader-
ship
Lean
For this training, you will receive 2 Credit Points towards our training course to become a Certified Lean Leader (for details, please see pages 08-10)
For this training, you will receive 1 Credit Point towards our training course to become a Certified Lean Leader (for details, please see pages 08-10)
MANAGEMENT AND LEADERSHIP TRAININGS 17
Program content
Optimisation potentials for the implementation of low-waste product development processes
With lean product development systems to innovation and strong growth
Support of a corporate culture in the change process
Challenges and chances in establishing a Lean product development system
Strategic orientation of an efficient and effective development organisation
Program content
From the implementation of single tools to top performance by sustainable changes in
leadership culture
Shop floor management, attitudes, and tools (daily cascades, Q alarm, acknowledgement of problems)
Visualisation and standards to improve leadership performance
Process observation on site (plant tour, CIP training room, Staff involvement and CIP-team
Next steps, potentials, and challenges – how does your change process shape up?
Before Lean and after Lean – Living the transformation process
Lean introduction and change in culture in medical engineeringParticularly at the start of a change process, a defined approach involving all participants is an essential
building block on the path towards value creation excellence. This also included dealing with conflicts and
demotivation. Learn on site about the success factors and stumbling blocks in the successful implementa-
tion of a value creation system. The combination of creativity and standardisation is seen as a guarantor
for lasting improvements. An intelligent interlacing of slim production and pull systems is the key for short
throughput times and measurable successes. Get an insight into the structured daily work of the CIP team
and the executives.Maquet
live
Strategies, concepts and value creation for excellent quality in developmentSignificant improvement potential is sometimes concealed within the product development process. Many
current improvement projects concentrate on isolation on an individual functional area within the product
creation process (innovation, development, process planning, purchasing etc.). Consequently, successes
are only marginal, frequently accompanied by inconsistent target setting and inconsistent orientation
across the functional areas. Short project lead times, high compliance with deadlines as well as optimum
quality (market and customer orientated products with acceptable costs and budgets) are challenges for
the management. In order to be at the forefront in this increasingly competitive environment, it is essential
to implement a holistic and cross-functional product development system, promoting maximum perfor-
mance whilst using and adhering to Lean elements.
Lean Development for successfull developmentprojects
Albrecht Jung or
SEWlive
Focus
Focus
Leader-shipLean
Leader-
ship
Lean
For this training, you will receive 1 Credit Point towards our training course to become a Certified Lean Leader (for details, please see pages 08-10)
For this training, you will receive 1 Credit Point towards our training course to become a Certified Lean Leader (for details, please see pages 08-10)
18 MANAGEMENT AND LEADERSHIP TRAININGS
Program content
Identification and validation of market potentials as the fundament of the right strategy process
Mission, vision, definition of the strategic pillars for Lean Management
Clear goal operationalization, which is deep-seated within the whole organization
Tactical plan to implement the lean strategy effectively
Program content
Lean Transformation – Initial situation, approach, success factors, obstacles
Lean order fulfillment process – Stages, Frontloading and Quality-Gates, order categories and timed
sequence
Value stream orientated organization – Development and initiation
Culture and Leading system – Shop floor management in indirect areas
BestPratice live – Company tour and participation in regular communication
Lean Order Fulfillment for efficient order process
Highest transparency, lowest process times, satisfied customersEspecially in mechanical engineering and construction, the order fulfillment process has a high importance.
While products get more and more complex in their production, customers at the same time demand
shorter lead times without any loss of quality standards. It might seem impossible to solve the dilemma
between time, money, and service expectations: Internally people clash in numerous meetings, Email-fights
and micro management. The management team explains how order fulfillment times might be reduced by
implementing lean management. The result is an improvement of delivery performance. A synchronized
process highlights weaknesses. Short but regular communication in high-frequency along the value stream
ensures that set milestones can be met. Shop floor management strengthens liability, gives employees the
chance to work independently and supports the management to lead a team.
AerzenerMaschinen-
fabrik live
Effective distribution strategies by applying Lean Management methodsChoosing the “right” distribution strategy is one of the most vital decisions for a company. General manage-
ment still spends an enormous amount of time on researching market potentials and discussing strategic
orientation. Once the strategies and goals have been defined, the actual initiation often gets delegated. This
means that the subject is not within the focus area of the decision makers anymore and the top management
notices too late that the initiation has not progressed as much as desired. The results are short-term growth
programs, which hardly generate any sales. Find answers on how to focus on the essential areas to reduce
cycle times and ensure the effectiveness of the strategy at the same time. Define your most important mile-
stones – quickly and effectively. You’ll be given all required Lean Management tools that you need to imple-
ment into your long-term company process, and to integrate employees and distribution partners, perfectly.
Lean Sales Strategy for profitable growth
Focus
Focus
Leader-shipLean
Leader-
ship
Lean
Host:
For this training, you will receive 1 Credit Point towards our training course to become a Certified Lean Leader (for details, please see pages 08-10)
For this training, you will receive 1 Credit Point towards our training course to become a Certified Lean Leader (for details, please see pages 08-10)
MANAGEMENT AND LEADERSHIP TRAININGS 19
Performance Management in Lean Enterprises – Accounting for Lean
Program content
From a cost accounting system to controlling system: historical development, characteristics,
differences in corporate culture
How controlling supports the lean transformation
Impact of lead time reductions on EBIT
Productivity improvements in the context of corporate KPIs
Business simulation: impact of lean activities on financial KPIs
Interaction between shop floor management and controlling
Program content
Challenges due to globalization and growing service expectations from customer side
Mission, vision, operationalization: Transformation from product provider to solution provider
Service excellence due to Lean Management: Initial idea, approach, project examples
Leadership: Effectiveness by using discrepancy management on the shop floor
Group exercise: Service excellence in mechanical engineering
Lean Service to build a successful service business
Strategies and methods for growths, profitability, and satisfied customersFor producers of investment goods, it is vital to see service as a strategic business segment. The business
is competitive and many businesses fear that their products become interchangeable. Selling products
with pure technical focus gets increasingly difficult. Customers expect additional service offered around
the product. Service gives the opportunity to be different, build customer relationships, drive growth and
increase margins. Globalization, growing complexity, and new technologies (i.e. I 4.0) cause challenges. The
traditional service business with spare parts, commissioning and training won’t be enough to be distinct
from competitiors anymore. There is a need to transform from product provider to solution provider with
matching service offers around the product. To do so, there must be a clear goal and procedure – from the
strategy and the development of new business models to the optimization of processes, organization, and
leadership performance – all under “Lean” aspects.
TRUMPF live
Operating figures for target-oriented measurement and control of lean activitiesSimilar to an instrument panel, you can measure and display how your company is performing; this can
then be used as the basis for decision making. Improvement activities impact on your KPIs. Are you using
your accounting systems correctly? Is it a company goal to reduce lead times and stock levels? Have you
already reduced your lead times through process chaining workshops? Have you made progress in the
productivity of direct areas? Have you significantly reduced your project work set-up times? Are these suc-
cesses, however not reflected in your financial KPIs? Are your products getting more expensive when you
reduce the batch sizes? This seminar will explain the cause / effect relationships between operational and
financial KPIs and will refute classical prejudices.
Focus
Focus
Host:
Leader-
ship
Lean
Leader-shipLean
For this training, you will receive 1 Credit Point towards our training course to become a Certified Lean Leader (for details, please see pages 08-10)
For this training, you will receive 1 Credit Point towards our training course to become a Certified Lean Leader (for details, please see pages 08-10)
20 EXPERT TRAININGS
Improvement experts – Your future internal Lean consultants
Page 20–31
How well are you prepared for your lean future? You have recognised that well-trained Lean Experts and Lean Trainers are the prerequisite for the sustainable exploitation of your improvement potential. The better your multipliers are qualified, the more effective they will be for your organisation. Our training Programs play a part in improving this effectiveness. The expertise imparted by us and the option of ongoing training of moderation and presentation in complex workshop situations enable participants to advance the improvement process on-site under their own direction.
22 EXPERT TRAININGS
LeanExpert
3-stage training and certification for Lean Experts and Lean Trainers
Independent of industry and type of production
Test
Test
LEANDEVELOPMENT
LEAN PURCHASING
LEANADMINISTRATION
Step 1Basics of
Lean and
workshops
LeanTrainer
Workshops /
Projects
(not part of
the training)
Step 3Teaching and
organisational
competency
Step 2Specific
expertise and
methodological
knowledge
BASICTRAINING
LEAN EXPERT
ADVANCEDTRAINING TO
BECOME ALEAN TRAINER
PRACTICALIMPLEMENTATION
WITHIN OWNCOMPANY*
Specifically for the construction industry
LEAN CONSTRUCTION
LEANSERVICE
Specifically for small-scale/ batch producers
LEAN ORDERFULFILLMENT
LEAN ASSEMBLY
(KLEINSERIEN)
Specifically for large-scale producers
LEANMANUFACTURING
LEAN ASSEMBLY
(GROSSSERIEN)
LEANLOGISTICS
EXPERT TRAININGS 23
Step 1The focus is on teaching the central principles of Lean In addition, participants actively work on improving
their communication
and moderation competences and the ability to plan and conduct workshops successfully
Step 2Participants learn and deepen their knowledge of the most important Lean methods and tools applicable to
themselves and their specific area of work. Because of the strong practical focus, not only the acquisition of
theoretical knowledge is ensured, but also the ability of its application. (Lean basics needed!)
*At the latest after completion of Step 2, Lean Experts should implement what they learned and practised wi-
thin inhouse workshops and projects. This practical application is fundamental for the transformation of your
company, but not an official part of the training Program. If required, experienced Staufen experts are happy
to support you during the design and conduct of workshops, particularly in the role of coach and “co-trainer”
for your experts.
Step 3Focus is on increasing participants’ teaching and organisational competencies. “How do I teach others to do
something” rather than “How do I use it myself” is the motto of this final training phase aimed at future Lean
trainers (train-the-trainer concept).
The written exams take place immediately following the respective courses of steps 2 and 3.
24 EXPERT TRAININGS
Program content
Principles of Lean Development
Methodological competency about processes, project roles and project management
Methodological competency about product design
Leadership competency about communication / conflict management
Comprehension test, final discussion, feedback, and certification
Program content
Successful communication and process improvement organisation: communication / CIP office /
social processes / CIP workshops / trainer skills
Fundamentals of teaching and lean management principles: basic training 'lean production' /
communicative competence / giving and accepting feedback / practising presenting
Lean management and problem solving: further developing a basic understanding in 'lean production' /
overview of problem-solving and analysis tools
Project work and personal measures plan: 12-week projects / exercises for project planning and
presentation / personal measures plan
Basic Training
Enhance your communication skills and lean know-howFuture lean experts and lean trainers are mainly responsible for supporting and backing up the lean trans-
formation and enhancing the 'continuous improvement process' (CIP). They also must be able to efficiently
manage teams. Therefore, know-how and ability in terms of dealing with conflicts, demotivation and other
difficulties in the change process is required. On the one hand, our trainers provide fundamental know-
ledge of lean management, value adding, organising waste-minimized processes and CIP. On the other
hand, you will learn about problem solving methods as well as the necessary soft skills such as moderation
and presentation techniques, to be successful in your daily working environment.
Practical and professional skills for lean development expertsInnovation and product development are skills which increasingly determine a company’s economic suc-
cess. Only those who succeed in meeting and exceeding customer requirements in the form of lead times,
budgeting and qualitative results will secure long-term competitive advantages. Simultaneously, huge
potentials for effectiveness and efficiency improvements are concealed within the development divisions,
due to a lacking awareness of waste. Lean Development shows that the application of Lean criteria (zero
defects, flow, rhythm and pull) can also give rise to a significant improvement of project targets, such as
project turnaround times and development budgets.
Lean Development
EXPERT TRAININGS 25
Program content
Basics of lean management and value stream design
Just-in-time (JIT) and zero defects culture
Task analysis, line balancing, rhythm
Pull, layout planning and design, Cardboard Engineering
Visualisation, line balancing diagram, two-handed analysis
Comprehension test, final discussion, feedback, and certification
Program content
Basics of Lean Management and value stream design
Just-in-time (JIT) and one-piece-flow
Disturbance free and low in waste, TPM, pull
Technological optimisation
Improving management following the example of WIEPRO-Consulting (consultancy within SEW)
Comprehension test, final discussion, feedback, and certification
Lean Manufacturing
Practical and professional skills for lean production expertsAre you aware of the problems resulting from excessive set-up times, excessive stocks, unscheduled
machine downtimes and quality fluctuations? Confine them to the past! We offer you a complete intensive
workshop aimed at solving or avoiding these problems. It will help you to break free from conventional
approaches and optimise your production processes sustainably. You will get to know the principles of
lean and stable production processes and their effect on your daily work. In cooperation with SEW-EURO-
DRIVE, the BestPractice plant where the workshop takes place, we offer you an innovative event concept.
Through ‘learning by doing’ you will create excellent production processes – initially at our premises and
subsequently at yours.
Practical and professional skills for lean assembly expertsAre you aware of the problematic nature of excessive lead times, lacking flow principles in the assembly
cells, material buffers between the work stations, large batches, and non-sequenced work processes? This
workshop will help you break free from conventional approaches and optimise your assembly processes
with lasting effect. You will get to know the principles of low-waste and flexible assembly processes. In
cooperation with SEW-EURODRIVE, we offer an innovative event concept. Through 'learning by doing' you
will organise excellent assembly processes. The inspection of plants completes this workshop. See how
successful plants organise their assembly processes, and profitably implement at your own company what
you have learned.
Lean Assembly for high volume production and short takt time
26 EXPERT TRAININGS
Program content
Awareness-raising, recognition and elimination of obvious and hidden types of waste
Lean order processing: principles and framework conditions
Realtime simulation of the order processing process
Multi-project management: multi-project wall, regular communication
BestPractice live: Activities, lessons learned and successes in the introduction of Lean processes
Regular communication and performance indicators
Comprehension test, final discussion, feedback, certificates
Program content
Basics of lean management and value stream design
Customer takt and cycle time, activity analysis
Assembly design, layout planning
Logistics connection and Cardboard Engineering
Visualisation and deviation management, contributions from other company functions
Comprehension test, final discussion, feedback, and certification
Lean Assembly for low volume production and long takt time
Practical and professional skills for lean assembly expertsYou are challenged with bringing bulky products to the assembly in flow? Your small series assembly, with
a high degree of customer specific characteristics makes the logistics difficult? In this workshop, you will
learn how large work contents can be takted and how through the use of a model mix, variations in work
contents can be compensated. You will see how through a just-in-sequence material provision in pre-as-
sembly and customer specific components directly to the line, large amounts of waste can be reduced.
Methods for lean order processingLean Order Fulfilment is the comprehensive approach for optimised results in processing customer orders
and projects. Excellent processes develop as the result of eliminating and preventing waste combined with
a great focus on real value creation. You learn about Lean principles and methods in order to decrease lead
times and increase efficiency and transparency. Transparency and measurability at each stage of order
processing permit the early identification of deviations and malfunctions and the implementation of coun-
termeasures. As part of this process, the role of the manager changes to that of a crucial pacemaker in the
continuous improvement process (CIP).
Lean Order Fulfillment
EXPERT TRAININGS 27
Program content
Characteristics of a lean value-creation community
Requirements and leverage, to build them profitable and disturbance free
Development of purchasing strategies and implementation plans for the low-waste supply chain
Methods and tools for optimizing the value stream in common with your cross-functional
olleagues and suppliers
Comprehension test, final discussion, feedback, and certification
Program content
Awareness-raising, recognition and elimination of obvious and hidden types of waste
Methodological competency in process analysis, process optimisation and function analysis:
Regular communication, Shop Floor Management in indirect areas and 5S in the office
Project organisation, planning and implementation of change projects
Development of a project order including phase model
Comprehension test, final discussion, feedback, and certification
Lean Administration
Practical and professional skills for lean experts in indirect areasOptimisation potentials are often only realised in the production areas of companies. The Lean Administra-
tion approach illustrates the huge potential that can also be tapped into in the indirect areas. You learn
step-by-step where to start in the reduction of waste and lead times, and which pragmatic tools are most
successful in increasing productivity and quality.
Methods for lean purchaseLean Purchasing leads to a lasting increase in your purchase performance. In addition to the traditional aim
of reducing the costs of material supply, the focus is also on the avoidance of waste and the shortening of
lead times. The important feature in this is the integration of suppliers on a partnership basis. This results
in final costs being reduced and the quality and adherence to delivery dates secured. Lean Purchasing is
thus an essential element in your future competitive advantage.
Lean Purchasing
28 EXPERT TRAININGS
Program content
Awareness-raising, recognition and elimination of obvious and hidden types of waste
Lean construction site process: value stream and activity analysis
Takt planning based on the just-in-time principle
Cooperative planning (e.g. Last Planner ®, takt control with trains of trades, value stream design,
Kanban)
On-site management and active leadership, regular communication, Go&See
Areas of application, methods, and benefits of BIM and digitalisation
Comprehension test, final discussion, feedback, certificates
Program content
Awareness-raising, recognition and elimination of obvious and hidden types of waste
Material flow control and planning, pull principle, Kanban, JIS, JIT
Internal logistics: in-house milkrun, supply methods
External logistics: external milkrun, distribution logistics
Planning and control: order processing, levelling and smoothing
Comprehension test, final discussion, feedback, and certification
Lean Logistics
Practical and professional skills for lean logistics expertsYou know the problems of high inventory, missing parts and supplier returns? The approach of 'separation
of value creation and logistics', drastically changed the classic material industry. The successful application
of lean methods in logistics supports the production at the location required, through BestPoint delivery
within the system. Create an optimal production logistics, through the application of high frequency takted
deliveries, through the introduction of a 'tugger train'. Design the planning and control processes with con-
tinuous pull principle from customer order, through the production to delivery.
Methods and approachesLean Construction is the holistic approach for sustainable results in the realisation of construction projects.
Excellent site processes develop as the result of eliminating and preventing waste combined with a great
focus on value creation. You learn about Lean principles and methods as are common practice in other
industries across the globe to enable you independently to identify and exploit potentials on a building site.
As part of this process, the role of the manager changes to that of a crucial pacemaker in the continuous
improvement process (CIP). With transparency and measurability at each stage of performance you could
use resources targeted and avoid waste.
Lean Construction
EXPERT TRAININGS 29
Program content
Awareness-raising, recognition and elimination of obvious and hidden types of waste
Developing social and management competencies: 'management in practice'
Practical workshop (1.5 days on-site) incl. state analysis of an actual challenge, target concept and
implementation of emergency measures, creation of CIP protocol, final presentation to management
Development of communicative competency and leadership competency
Comprehension test, final discussion, feedback, and certification
Program content
Social skills and customer communication: inside and outside sales, role play
Realtime simulation of order processing along the service value stream
Development of technical and methodological competency, sales competency
Regular communication and indicators, designing and implementing a communication architecture
Implementation of own service projects: project order, 12-week design, TIP
Comprehension test, final discussion, feedback, and certification
Lean Service
Practical and professional skills for lean experts in customer serviceLimited resources make customer service a major challenge. Lean Service helps as a holistic approach
– from the service strategy, over organization and streamlined service processes, up to the employee
qualification. You learn to transfer the lean principles and methods to the service area. The focus is on
transparency and short cyclical communication over the entire service landscape as well as the continuous
development of managers and employees. Customer problems are solved quickly and systematically, thus
customer satisfaction increases remarkably.
Enhance your social, leadership and teaching skillsChange requires reserve capacities. Only companies with such reserves can be successful in delivering
change initiatives. Are you looking for a professional approach to organise your improvement process
and establish your own change organisation? Such initiatives are led by the head of the CIP office, who is
responsible for the development of the Lean trainers. Lean trainers have cross-functional expertise, they
are the 'sparring partners' for management and employees, and in professional terms are responsible for
the Lean conformity of company development. This task calls for individuals with an in-depth knowledge of
BestPractices across all company divisions and a readiness to assume a leadership role. Furthermore, Lean
trainers require strong presentation, methodological and social skills.
Advanced training
30 EXPERT TRAININGS
Six Sigma and Lean Six Sigma Trainings (Inhouse)
How well are you prepared to deal with your sustainable improve-ment activities and quality problems? This qualification Program certifies you as a (Lean) Six Sigma problem solving expert; its focus is on the identification of solutions and sustained improvement management with the aim of quality optimization.
Structure
Each training module consits of 2 training weeks of 5 days each (10 days in total). Complementary coaching and review days
can be (not include in pricing) add-on.
Senior Six Sigma und Lean Six Sigma Experts (German and English natives) accompagny your qualification Program.
Six SigmaLeadership Training andLean Project Education
Six SigmaLeadership Training andLean Project Education
Six SigmaLeadership Training andLean Project Education
Green Belt Black BeltMaster Black Belt
Choose according to your requirements.
We qualify your employees systematically and practice oriented:
Step 1 Step 2 Step 3
EXPERT TRAININGS 31
You learn about the individual phases and methods of (Lean and) Six Sigma and consoli-
date what you have learned with the aid of practice-oriented exercises. Concurrent with
the course, you apply what you have learned to an actual improvement project in your
company.
You deepen your knowledge of (Lean and) Six Sigma tools and methods and purposefully
apply statistical evaluation and project management in practical examples. Concurrent
with the course, you apply what you have learned to a comprehensive problem solving
project in your company.
This training provides you with the qualification as (Lean) Six Sigma leader with technical
responsibility. Focus is on the teaching of competencies for the development of a (Lean)
Six Sigma organisation as well as the future strategic development of your company.
Step 1 – GREEN BELTDevelopment of problem solving competency (2× 5 days)
Step 2 – BLACK BELTExpert training (2× 5 days)
Step 3 – MASTER BLACK BELTExpert training as (Lean) Six Sigma leader (2× 5 days)
NOTE:
Participants have to provide their own laptop with a Microsoft®
Excel version (from 2003 incl. pdf-Reader) and the MINITAB®
software (from version R15). This software is available as a demo
download for a free 30-day trial at www.minitab.com.
32 TRAININGS FOR SPECIALISTS
Competitive advantage through professional expertise
Page 32–42
Our Trainings offer experts and executives the opportunity to expand their lean expertise in depth. Lern about the most important tools and methods four your practical work.
34 TRAININGS FOR SPECIALISTS
Program content
Introduction and theoretical foundations, history, and culture
Kata basics according to Rother: targets / background / terms (Improvement Kata, Coaching Kata, 5
coaching questions and their meanings)
Kata reflections: the role of leadership and mentors / creating readiness for organizational change per
MCI (Motive Compatible Interaction) / practicing improvement and problem solving routines, active
practice in mentor-mentee dialogue and reflection in groups
Kata simulation: working successfully towards a target state
Program content
Lean enterprise basics: History and fundamentals, targets, characteristics, and methods
Success factors of CIP, procedures of lean projects and workshops
Just-in-time simulation – from push to pull
Management and leadership in the learning (and teaching) organisation
How to get started – recommendations for your lean transformation
Quickstart Lean Management
Basic know-how to get your lean transformation startedProbably you already heard about lean management, especially in combination with great results and
achievements in the automotive industry. You are wondering if Lean can only be applied there or in diffe-
rent sectors like mechanical engineering, electronics, process industries or even in the service industry as
well? The answer is: yes, sure! Allow yourself to be convinced and find answers to your questions: 'What is
Lean all about?', 'Where are its origins?', 'How does Lean produce lasting value creation and competitive
advantages?' Our experts will explain the concept of lean management, as well as its principles, tools,
and methods. Furthermore, you will learn about how to get started with your implementation. Based on
a hands-on simulation game, in-depth lectures and practical examples from Toyota and non-automotive
companies you will easily understand the concept of lean management and learn about 'dos & don’ts' of a
successful lean transformation.
Daily CIP achievements by the Improvement and Coaching KataThe way in which CIP is organised has developed over time. But employee development is the differen-
tiating factor. In many companies, realisation has dawned that sustainability cannot be generated merely
through the introduction of new methods. On the contrary, the key to success is leadership performance
with a focus on stable processes, structured problem solving and continuous improvement. Since the pu-
blication of Mike Rother‘s ‘Toyota Kata, a new method is in focus: Through terms such as improvement
Kata and coaching Kata, Rother explains how Toyota targets daily improvements sustainably and with the
support of its executives. In this seminar, you will learn about MCI (Motives Compatible Interaction) and CIP
with a high willingness to change as the result of direct management support.
Kata intensive
Focus
Leader-shipLean
For this training, you will receive 3 Credit Points towards our training course to become a Certified Lean Leader (for details, please see pages 08-10)
TRAININGS FOR SPECIALISTS 35
Program content
Organisation of sales and distribution from merely selling to true added value for customers
Recognising waste within sales based on participants' own problems
Defining standards, creating transparency, identifying deviations, ensuring effectivenes
Increasing leadership performance and staff problem solving competency
Achieving growth targets, generating leads using the appropriate lean methods
Sales force management: effective external organisation using virtual sales management
Program content
Basic definitions, Lean features, and design principles
Methods and tool for sustainable performance improvement: PDCA &DMAIC, SIPOC, analyses of
customer requirements, value stream and process capability (DPMO)
Shop Floor Management in the office, tactical implementation plan (TIP), 5S, etc.
Business simulation „Lean Office“ and assessment of possible effects
Introduction and implementation strategies based on company situation
BestPractice ideas for immediate implementation live on site at SEW-EURODRIVE
Lean Administration
Productivity, transparency and competitive edge in indirect areasMany companies have already implemented improvements to their traditional core processes. However,
further large potentials are often hidden in areas that have rarely been focussed on in the past. Not only
traditional corporate functions, but also areas that border directly onto core processes. This is an oppor-
tunity not only for significant improvement in these areas but also the synergy of implementing achieved
effects in results across the company. On average, efficiency can be expected to rise by 25%, lead times to
reduce by 40% and quality to increase by 50%! Not to forget of course an increase in satisfaction of both
customers and staff as well as the purposeful freeing of capacity for strategic and value-creating activities.
Top performance in sales by Lean ManagementIncreasing competitive pressure, dynamic markets and shorter decision-making processes present sales
and distribution with new challenges. The systematic achievement of strategic targets, increasing the
number of concluded sales using the available resources and the ability to react quickly to deviations and
problems requires a move away from traditional sales management. Decisions are made on the basis of
figures, data and facts and the problem-solving competency of staff systematically developed. Learn about
the applications of visual sales management quickly and effectively through many practical examples and
exercises.
Increasing sales performance, reach growth targets, improve leadership activities
36 TRAININGS FOR SPECIALISTS
Program content
Essential basics to implement a Quality Trend Radar
Understand the “real” advantage of focused problem solving instead of resource wasting fighting
against symptoms
Define sustainable advantages of each of the problem-solving methods and see the big picture using
different techniques
Achieve result oriented and sustainable quality control processes
Program content
Elements of variant management: processes, methods and behaviour
From variant to complexity management: the 3D Model of complexity
Case example: exercise to use skills acquired
Variant management tools: software solutions for planning and configuration
Practical example: differences and similarities between various industries
Variant management and complexity control
Attractive offers whilst simultaneously reducing complexityCompanies try to distinguish themselves in highly competitive, saturated markets with additional products,
variants, or services. At the same time, almost all parties complain about the increasing complexity of
products, components, and processes. Excellent companies not only work on their efficiency (managing
the complexity), but especially on increasing their effectiveness. By systematic planning of special offers
and the technical design of products, activities and resources are allocated to successful low complexity
solutions. Potential shelf-warmers are avoided. Which customers buy which products? What components
are needed for these products? What are the cost implications? Which fiscal results are achieved? This is
where transparency is created! Finally, appropriate components must be determined for accurate order
processing – with efficient configuration.
Ensuring sustainable quality in the face of increasing challengesTechnology is increasingly becoming complex. So are economy, community and environment regulations
which companies have to consider before addressing technical problems. Within this training you will
learn to solve hard rooted problems quickly with best possible actions. You will improve your problem-
solving competencies in strategic, trend based and sustainable approach. Always be prepared for problems of
different types and focus your valuable / precious resources for the essentially important issues.
Problem-solving methods and tools
TRAININGS FOR SPECIALISTS 37
Program content
Value stream analysis as an efficient method of process analysis
Conducting a value stream analysis (case study) and creation of a map with identified potentials
Value stream design and just-in-time as the basis for excellent processes – from push to pull
Development of a target value stream for the previously analyzed case study
Development of roadmap for improvement projects and creation of a tactical implementation plan (TIP
Program content
Practical application using a real problem at the plant Max Holder
Compilation and visual preparation of figures, data, and facts
Possible effects of A3 reports on leadership tasks
A3 as an integrational method e.g. of Ishikawa and 5W for a profound cause analysis
Risks and added value of 5W
Distinction between fault and problem and symptom, cause and effect
A3 - Practical problem-solving according to Toyota
Solve problems quickly and in a structured mannerPPS (practical problem solving) is the engine of continuous improvement, which in turn is the backbone
of the Toyota production system. Root causes of problems are revealed with PPS and sustainable impro-
vements developed. Solving problems is how an organisation learns. The more managers and employees
learn and mutually communicate what they have learned, the closer a company is to becoming a 'learning
organisation'. After 40 years of Lean, one method remains outstanding: the A3 Report. Compared by many
users with the 8D Report which is used merely as a form of complaints handling, the A3 Report enforces the
development of problem solving skills. The mentor guides his mentee with the help of the report to an un-
biased perception of the problem, as free from judgement as possible, in order to find the true root cause.
Fast, transparent and reliable elimination of wasteSustainable lead time reduction and process safety in production and order fulfilment are in the focus of
operational improvement projects. The elimination of 'Muda' (waste) is the main task of effective optimi-
sation. Value stream analysis identifies Muda in processes, value stream design creates processes so that
waste can be reduced to a minimum or eliminated. The method is known in many companies – but is it
used effectively and comprehensively? Weaknesses can be identified quickly and reliably, and sustainable
solutions can be implemented. Furthermore, your ability to think in value streams is being sharpened. The
holistic approach makes value stream mapping an important and fundamental part of the lean manage-
ment concept.
Value stream mapping & value stream design
Focus
Focus
Leader-
ship
Lean
Leader-shipLean
For this training, you will receive 3 Credit Points towards our training course to become a Certified Lean Leader (for details, please see pages 08-10)
For this training, you will receive 2 Credit Point towards our training course to become a Certified Lean Leader (for details, please see pages 08-10)
38 TRAININGS FOR SPECIALISTS
Program content
Why and how managing suppliers: market and company situation – today and tomorrow
Objectives and requirements for successful supplier management: management system, instruments,
organisation and processes (e.g. supplier selection, integration, and development)
Supplier integration in time according to lean principles
Top performance in delivery: cross-functional teamwork, launch & ramp-up readiness
Successful implementation: designate positions, assume leadership, train employees
Program content
Introduction of industry 4.0 – Discrepancy to Lean?
Formation and target – WSA as standard method to improve system performance
The classical value stream analysis and its’ limits under consideration of I 4.0
Impact of I 4.0 on the four Lean characteristics
Shop floor exercises & good practice solutions – Digital waste and value stream analysis 4.0
Value stream analysis 4.0
Methodical connection of industry 4.0 and Lean ProductionThe value stream analysis (WSA) is a proven method, which aims for significant improvement of the value
stream performance. The method is popular due to its’ easy handling. It only needs pen and paper. The
connection between material and information flow within the value stream gets clarified, analyzed and
optimized. The advantage is the harmonized process improvement instead of isolated improvements,
which could worsen the value stream performance. The digitalization of product areas, called “Industry
4.0”, opens new opportunities. With its’ targeted use an additional streamlining and therefore a better per-
formance can be achieved. Value stream analysis 4.0. is based on proven methods of lean production and
implements opportunities for digitalization systematically. The aim is to identify actions of improvement.
Learn how to research digital potentials in a Brownfield production environment. The focus is finding digital
waste on the shop floor as well as practical exercises and Good-Practical-Solutions for I 4.0.
Effective and cooperative integration of suppliersWhen companies optimise processes and processing steps, it is crucial that all areas along the value stream
are included in the pursuit of top performance. Purchasing makes a significant contribution towards a
company’s corporate success, with a view over the entire supply chain. One of the keystones of this is effi-
cient and reliable supplier management, which is coordinated with the value stream by the use of suitable
purchasing methods and activities. Turn your supplier management into a pillar of your 'lean company'.
Ideal supplier performance by applying lean supply chain management
TRAININGS FOR SPECIALISTS 39
Program content
Ergonomics and Best Point allocation
Developing smart and efficient assembly systems in teams (target concept, evaluation and selection,
implementation of preferred cardboard model, presentation of results)
Within 12 weeks to top-performance: implementation examples from different sectors
Design production equipment: requirements, methods, tools, the SEW way
Ergonomics and Best Point audit: preparation and on-site practical implementation of the audit
Program content
Theory and system of lean and synchronous material logistics
Practical importance of process chains: flow-oriented vs. utilisation-oriented
Planning and implementation of super- and minimarkets, tugger trains and milk runs
Production and transport Kanban: container, card or electronic Kanban
Guided tour: Success factors and limitations of Kanban management
Kanban simulation and Kanban formula: selection and setting of control circuits
Lean Logistics
Synchronized material flow in supplier and customer logisticsIn manufacturing companies, on average 10-20% of HR costs are used on internal material supply and al-
location. Material allocation, however, does not add value at all and affects competitiveness considerably.
This is admittedly not new, but it has not yet led to the application of respective methods and tools in many
companies. To support continuous production, the needed material must be in flow and available for the
downstream process. The target is to only refill those goods which have been used, according to the same
principle as refilling shelves in a supermarket. Material flow without buffers means having the right ma-
terial, in the right quantity, at the right time, in the right quality, at the right place. The main target of this
training is reducing lead times and the sustainable reduction of inventory.
Design of efficient working stations according to the lean principlesWhen designing working systems the ultimate goal is to achieve perfection in terms of efficiency and cost
effectiveness – also the concerns of employees are of importance in this context. Physical and psychologi-
cal performance – and thereby motivation – are highly dependent upon achieving a balance between the
various burdens within the working system. Learn systematically how to intelligently analyse an existing
work process and create a performance-enhancing, healthy work system according to the lean principles.
Step by step, you will process an assembly system case study within small groups, determine waste, define
the potential for rationalisation and develop innovative solutions. Furthermore, you will develop selected
solutions in cardboard according to the lean methodology. Thus, it is possible to directly recognise ergono-
mic or other deficits in the design phase and to resolve them before finally producing the working system.
Lean Line Design
40 TRAININGS FOR SPECIALISTS
Program content
Basics and principles of Lean Production
Construction of a multi-stage production system with smoothed production:
Round 1: simulation of a push production – analysis
Round 2: development of smoothed and levelled production (EPEI calculation, establishing a production
pattern, design of the future value stream, dimensioning of the supermarket)
Round 3: implementation of further optimisation potential, management according to consumption or
customer orders
Program content
The zero-defect concept: error free processes from the start
Detecting the sources of errors, targeted error avoidance and robust process design
Continuous error prevention rather than error removal
Factory tour at electronics plant
Developing Poka Yoke and testing your own solutions to case examples
Poka Yoke as quality tool for zero defects
Intelligent design of zero-defect processesIn the construction and planning phases, quality can be ensured through the implementation of intelligent
and simple measures. The terms 'Poka' (unintended error) und 'Yoke' (prevent, avoid) come from Japanese.
They describe an error-checking mechanism. This removes the possibility of operator errors, and so
removes the associated rework costs. The foundation of stable and high quality processes should be laid
long before the actual production phase. Intelligent measures in the constructions and planning phases
are the basis for consistent quality in the resulting production process. Through the integration of such
simple measures in the process design, the possibility of operator errors is effectively removed from the
production process. Through simulation at an early stage of the product development process, the quality
is increased and production costs inversely decreased. The parallel product and process development
creates a robust, low-waste production.
Production planning in lean value creation systemsSince the 1960s, a large part of production planning practice has been guided by the methodology of MRP
(material requirements planning) and subsequently the advanced systems of ERP and ERP II up to ad-
vanced planning systems, as realised in SAP APO (SAP advanced planning and optimisation). At the same
time, planning procedures were developed for Lean production systems which could equally handle a large
number of product variants and contribute towards greater transparency and thus the continuous im-
provement of processes. In this workshop, you will learn through theory and joint experiments how such
systems work and how to set them up.
Heijunka – levelling and smoothing of production
TRAININGS FOR SPECIALISTS 41
Program content
Success factors for your "Formula 1" set-up and advantages of shorter set-up times
Education and training of staff and optimisation of activity patterns
Optimisation of the work environment and incorporation of setting up into the operational takt
Parallel setting-up with several staff and setting-up in takt times
Optimising the construction of products and machines
Praising achievements within the team and generating the motivation for further improvements
Program content
Motivation to reorganise the production to increase flexibility in Chaku-Chaku lines
Individual analysis of manufacturing processes and time studies for individual processing steps
Independent design of Just-in-time controlled processes in sequential production
Digression: LCIA; Efficiency of Sequential Production vs. Traditional Processing
Sequential Production in Chaku-Chaku lines
Emilinating waste and reducing costs in mechanical processingWhat happens if your mechanical processing is the bottleneck in your production? You purchase a new ma-
chine, or you remove a stage from your process and perform it on a separate machine. Sequential proces-
sing is comprised of multiple simple machines, which each perform a stage in a production process as the
products pass through. Bottlenecks can be removed by redistributing the work contents across machines,
or by adding a separate simple machine to the process. Waiting times on each individual machine indicate
the ‘flexibility reserve’ of the system. ‘Common methods’ suggest that waiting time should not be accepted,
as accounting methods attribute this to higher production costs. The resulting overproduction commonly
leads to complicated material flows. A processing centre wants to have the shortest processing times, ba-
sed on time per unit. From a value stream perspective, sequential production has the shortest lead time, as
the focus is not on the utilisation of the system. Therefore, only the quantities which are actually required
are produced, and in the case of a bottleneck a separate machine is implemented.
Economical production of small batches and a range of variantsA crucial topic on the path towards an efficient "flowing" production is the optimisation of set-up times.
Production according to market or customer requirements also includes the optimisation of batch size
calculations and order sequences. The market determines what is produced when and how. The target is
to pave the way in the production process towards a batch size of 1. Optimised set-up times are the key for
short lead times, low stock levels and thus more flexibility in the production process – provided the appro-
ach is comprehensive and sustainable. Reducing set-up times does not start with the production process,
but already needs to be considered in the plant layout. Very often, simple organisational and cost-effective
technical measures help to make the successful transition towards a ‘flowing production’.
Set-up time optimisation
42 TRAININGS FOR SPECIALISTS
Program content
Importance of continuous optimisation and methods for the analysis of technological processes
Use of video recordings for process optimisation
Breaking down of the overall process into individual steps with practical tips for optimisation
Factory visit and live analysis of a machining process
Measures towards process optimisation at the workpiece and on-site implementation
Chipping optimisation for higher productivity
Intelligent analysis and optimization of machining processesProcessing processes are a veritable treasure trove for improvement potentials. Individual optimisations of
machining tools are generally not enough for a significant increase in efficiency. It is impossible to ensure
optimisation processes in the long term, because the positive effect gets lost at the interfaces to areas
adjoining the production process and in organisational conditions. Changes are frequently not supported
by staff. On the whole, many approaches are lacking a comprehensive system. Excellent machining starts
with the cutting edge and makes use of technological advances. In addition, machine management and
information flow provide a broad range of opportunities for optimisation. Sensible and consistent optimi-
sation, a comprehensive consideration of processing processes, clear and realistic targets, and a structured
approach – this is precisely what you can achieve with our set of methods. Discover hidden potentials –
comprehensively and sustainably!
INHOUSE TRAINING 43
Enjoy the following key benefits of inhouse trainings:
Learning on-site in your company
Development of bigger groups instead of individuals
Tailor-made solutions, duration of trainings and dates
Improvement of own processes in hands-on workshops
Cost savings in terms of travelling and accommodation
Inhouse Trainings
Tailor-made QualificationWe design tailored trainings, based on your needs and require-
ments, to be carried out in practical fashion on-site in your com-
pany. We actively involve your employees and work on your
specific problems, issues and processes applying the Cognitive
Apprenticeship Model.
Our Cognitive Apprenticeship training method focuses on “com-
petence development” (in practice and theory) for the successful
transfer of the acquired know how into the own business env-
ironment:
This program focuses on the development of professionals and
executives at all levels, as well as on the training of Lean Experts,
Trainers and Managers who are involved in the Lean Transfor-
mation of your company. You already have a clear picture which
employees you want to develop and in which topics? Excellent! If
not, we are happy to assist you in the target group analysis and
evaluation, the definition of the training modules and the imple-
mentation, as well as the evaluation and the transfer after the
training has been carried out.
FURTHER INFORMATION AND DETAILS:
www.staufen.ag/inhouse-trainings
Trainer
1.Impart
knowledge
2. Guide
practical transfer
3. Offer
assistance
4. Reduce
assistance
5. Reflect
learning results
6. Apply know-
ledge indepen-
dently (in working
environment)
Trainee
44 E-LEARNING / BLENDED LEARNING
E-Learning / Blended LearningE - L E A R N I N G
Blended learning is a systematic combination between classic
classroom seminars and online training platforms (e.g. webinars,
WBTs). The target of blended learning is to combine the advan-
tages of both learning forms to improve effectiveness and effi-
ciency.
E-Learning - for rework
E-Learning - for preparation
E-Learning - accompanied
WBT: Web Based Training
VC: Virtual Classroom (Webinar)
E-Learning (VC / WBT)
Phase of attendance
Phase of attendance
E-Learning (VC / WBT)
E-Learning (WBT)
Phase ofattendance
Phase ofattendance
Phase ofattendanceVC VC
Webinars – The new way of classroom-
independent learning with Staufen
Convenient learning with your own PC, without travel
expenses, in a flexible and relaxing environment
Direct communication with trainers and other participants
by attending virtual seminars at scheduled time
Video live streaming of teaching
Ideal to get an overview about a new topic in a short time
Web Based Trainings (WBT) – Classroom-
independent learning without time pressure
Online training on your own without trainer: you decide when,
where and how
24 hours daily / 7 days a week available
Compact learning modules for knowledge enrichment and
refreshing topics
Practical exercises and tests for guaranteed learning results
Upon from 2017, we provide diverse webinars and WBTs in the
internet beside our classic open seminars and in-house-trainings.
Within the blended learning approach, all these learning forms
can be combined with each other. We guarantee the best learning
results.
Competence and learning success via mouse click
FURTHER INFORMATION AND DETAILS: www.staufen.ag/e-learning
Some of our BestPractice Tours to look forward to:
Lean Management in small and medium sized businesses
First steps on the way to lean transformation
Facility organization under lean principles
Building an internal improvement organization
Smart Factory
Strategies, goals and roadmaps for the first steps on the way
to digital transformation
Lighthouses for the successful implementation of Smart Factory
Transformation ability and continuity – an opposition?
Lean Leadership**
Shop Floor Management in production areas and indirect areas
Kata for practiced CIP in daily leadership
The role of the Hancho within the organization
BESTPRACTICE TOURS, VISITS AND EVENTS 45
Join us in our world of value creation
BestPractice Tours, Visits and Events
In cooperation with our network of industry partners around
the globe, we have made it our goal to build a community, which
shares BestPractice experience with you. Always focussing on
learning from one another, we offer open themed BestPractice
Tours with a defined agenda. We also offer individual Best-
Practice visits and tours, desiged for your requirements and
needs. This guarantees you great flexibility regarding dates, focus
topics and choice of industry partner we visit. As „Lean pioneers“,
they open their doors to you and impress with specialist lectures,
audits, plant tours and the chance to participate in live meetings.
Be inspired by the open conversation with executive managers
and CIP experts. These range from the first steps of a Lean Trans-
formation to the unique development of value adding systems or
even the successful implementation of industry 4.0.
** For this tour, you will receive 2 credit points to-wards our training course to become a certified Lean Leader (for details, please see pages 08-10)
Fokus
Leader-
shipLean
Big topics, well-known personalities.
At our events, you meet decision makers and executive
managers from industry, economy and science. Be sure of
finding the right expert to have a conversation about Lean
Management! Annual conferences, branch events, small
soirées or round table discussions – Use those exclusive
platforms to inform yourself about the latest international
lean trends and news.
Two events,
which we highly recommend to you:
MASCHINENBAUKONGRESS
BESTPRACTICEDAY
Europe’s leading
lean management congress
www.best-practice-day.com
www.maschinenbaukongress.de
Profit from our international presence for consulting and qualification worldwide:
Staufen - the international Lean Management Consultancy - trains and qualifies your ma-
nagers and staff also on an international level – under consideration of global standards
and local particularities. At present, we do this from 14 locations, in 15 languages, with
more than 90 trainers, in and with more than 70 outstanding industrial companies – our
global network of BestPractice Partners who open their doors for you!
Germany
Switzerland
Poland
Slovakia
Hungary
Czech Republic
Schweiz
Italy
Brazil
Cooperation Partner USA
Cooperation Partner China
Köngen Wroclaw
Bratislava
Budapest
BrnoZurich
Milan
São Paulo
Cologne
China
Shenyang
Shanghai
HongkongMexico
Mexico City
International Qualification
46 INTERNATIONAL QUALIFICATION
Our Management welcomes you on site
Martin HaasCEO
Grzegorz GawronskiManaging Director
Tobias MondenManaging Director
Miroslav MerendaCountry Manager
Paulo LimaManaging Director
Miroslav MerendaCountry Manager
Giancarlo OrianiManaging Director
Dr. Jeffrey K. LikerUniversity ofMichigan
Arturo MedellinManaging Director
Marcus ChaoLean Enterprise China (LEC)
Urs HirtManaging Director
Jürg HodelManaging Director
Balázs GarliczkyCountry Manager
Wilhelm GoschyBoard Member
Dario SpinolaManaging Director
Fabio SalomoneManaging Director
Bill CostantinoW3 Group
KöngenCologne www.staufen.ag
Wroclaw
www.staufen.pl
ShanghaiHongkongShenyang www.staufen.cn
Brno
www.staufen.cz
São Paulo www.staufen-
taktica.com.br
Bratislava
www.staufen.sk
Milan
www.staufen.it
USA
Mexico City
www.staufen.mx
China
Zurich
www.staufen-
inova.ch
Budapest
www.staufen.hu
Cooperation Partner
INTERNATIONAL QUALIFICATION 47
STAUFEN.AGBeratung.Akademie.Beteiligung
Blumenstraße 5D-73257 Köngen
+49 7024 8056-0
STAUFEN.AGBeratung.Akademie.Beteiligung
Kranhaus 1, Im Zollhafen 18D-50678 Köln
+49 221 168819-0
STAUFEN.INOVA
Verenastrasse 37CH-8832 Wollerau
+41 44 786 33 11
YOUR PARTNERON THE WAY TO TOP-PERFORMANCE