Training and Coaching

After a change process, it is very important to sustain the realized improvements. Therefore, SMCI trains facilitators with practical focus on the shop floor. These facilitators will take over the role of SMCI at the end of the change process. As a result, the company is able to succeed and implement further improvements,  after departure of SMCI.

The training consists of basic theory, supplemented by game situations such as the Lean Manufacturing Lego game. Participants apply the theory directly in practice. Changes in the way of working will be felt immediately and results are immediately visible.

The training sessions cover:

  • Continuously Improvement
  • Workplace Organisation (WPO/5S)
  • Quick Change Over (SMED, pit-stop, QSU)
  • RCM (Reliability Centered Maintenance)

During the training SMCI uses the Lean Manufacturing Lego game. A simulation game developed by SMCI.

In a deceptively simple way the daily practice is re-enacted. The objective is a fast-improving collaboration and understanding of the processes.

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Introduction/Walk Through

SMCI would like to meet with the company. What’s going on, what is the company culture and their business characteristics? We like to have a quick look for two to three days on the work floor, have interviews with a number of employees (from operators to management) and collecting and viewing data. This creates a global idea of the company.

At the end of this phase, the client and SMCI determine the issues to be addressed by the change process.

This introduction is free of charge

Analyse

Depending on the complexity an analysis takes about three to six weeks. The approach of this study is fourfold:

  • Analysis of the direct productivity of your employees and/or installations, the effectiveness of the working methods and business processes;
  • analysis of the environmental factors, which are characteristic for the company;
  • analysis of the cause and the complexity of the existing shortcomings and problems and to quantify the consequences;
  • analyse the feasibility of the efficiency improvement .

From the results of these analyses, field observations and interviews with your employees, a practice-oriented implementation plan is set up.

This plan includes:

  • detailed actions to be taken to meet quantified improvements;
  • related costs to carry out the planned work;
  • the time allocation of SMCI for the implementation;
  • required capacity of your employees for the project

Implementation

The implementation of the changes is a joint effort of the employees involved, client and SMCI. Timely involvement of employees is essential for concrete, measurable and sustainable results. In this phase the SMCI-team works full time at your company to the stated goals. Progress is reported monthly to you.

SMCI achieves a successful implementation by:

  • creating awareness for the need of change;
  • creating a ‘sense of urgency ‘ with all parties;
  • to bring out and use the knowledge available to employees
  • implement visible and workable improvements;
  • to achieve continuity by training employees to take over the work of SMCI.

The results of the change process should be measurable and visible. Only when the project objectives are realized in practice, the SMCI task is completed.

Audit

SMCI aims for sustainable improvements. Therefore, six months after the end of the implementation an audit can be carried out. Together with you, we investigate whether the project results are realized sustainable and what factors need additional attention. The audit is concluded with an action plan.

View for a brief summary of the change process at SMCI the’ overview project steps ‘