Businesses are changing rapidly due to fast technological change and more individual customer requirements. These developments are challenging for executives in respect to their leadership responsibility. Which factors are characteristic for self-improving organisations? How can a fast structural change be realised?

This seminar deals with the consequences on thinking and acting as a leader. Learn what is required for a lively culture of continuous improvement to enable more agility and customer service. Furthermore the prerequisites for the correct working environment of employees are discussed and described.

Methods:
Theory and practical contents derived by
– open discussions,
– group excercises,
– simulations and
– extensive documentation.

Organisation:
Duration: 2 days offline or 4 half days online
Target group: Leaders, improvement experts, entrepreneurs, founders
Languages: German, English
Branches: all

Customer feedback:
Vaska Zaykova, Professional Group IT Governance Manager, Raiffeisen Bank International AG:
„Excellent trainer with very unique storylines: great combination of theory and practice, supported by number of concrete experience examples from different industries.”

Leaders learn about the real DNA of a sustainable culture of continuous improvement. This seminar explains the meaning of “Kaizen” and its connection to “Lean”, “Kata” and “CIP”. It also includes the knowledge about the consequences for associates, leaders and all other stakeholders. Furthermore the participants will increase their knowledge about how to deal within a Kaizen culture and how to lead the people to create a living culture of continuous improvement in order to develop long-term sustainable success. 

Methods:
Theory and practical contents derived by
– open discussions,
– group excercises,
– simulations and
– extensive documentation.

Organisation:
Duration: 2 days offline or 4 half days online
Target group: Leaders at mid-level management and above
Languages: German, English
Branches: all

Thinking in value streams does not affect only leaders and associates within production environments, all employees of a company have a contribution to value streams and finally to customer satisfaction. Every person, including the indirect departments, has a unique impact on delivery performance, quality and overall success.

This seminar deals with the activities, measures, roles and responsibilities within a value stream. Based on a case study a production value stream will be analysed and improved.

Methods:
Theory and practical contents derived by
– open discussions,
– group excercises,
– case study and
– extensive documentation.

Organisation:
Duration: 2 days offline or 4 half days online
Target group: Employees and executives
Languages: German, English
Branches: Production industry

This two-day seminar shows possible ways to develop companies and institutions long-term and sustainably and by that to gain an intrinsic ability to change. Tools like the OPC (Overall Plant Concept) or the relational matrix help you to advance the improvement yourself and to put it into practice straight away.

The content conveyed is based on many years of international implementation experience in a wide variety of industries. In addition, the experiences of the participants are included in the discussion and bring new insights for your work.

Based on the “Waterfall Paradoxon” developed by Buchinger|Kuduz, chances, options, risks and opportunities are discussed and shared.

Methods:
Theory and practical contents derived by
– open discussions,
– group excercises,
– simulations and
– extensive documentation

Organisation:
Duration: 2 days offline or 4 half days online
Target group: Employees and executives
Languages: German, English
Branches: all