ZZ LEAN CONSULTING

1. LEAN Methodology

Establishing operational fundamentals, shop floor management, layout optimization, and cost reduction in material flows.

2. Kaizen & Micro-Plans

Targeted workshops, continuous improvement processes, and structured PDCA problem solving to eliminate operational waste.

3. Digitalization & Scale

Building base capabilities and installing digital shop floor controls, process quality tracking, and enhanced ERP systems.

Lean Policy Deployment

Focusing on Value Creation Areas: capturing current leadership and workflows, systematizing Kaizen rules, and structuring shop floor data.

Lean Project Management

Focusing on Innovation Areas: capturing project interfaces, PMO structure, and coaching cross-functional teams with high self-organization.

The Way to Digitalization

Process improvement, people involvement, and organizational adaptation to market challenges.

Steps to LEAN 4.0

Evolution of organizational authority, information access, and decision-making from traditional management to digital connectivity:

• Pre-Organisation: Authority is concentrated strictly at top management, while workforce receives basic instructions.
• LEAN: Top management sets vision and escalation decisions, while teams are empowered with handling authority.
• LEAN 4.0: Teams and workforce hold handling authority over all information, supported by real-time connected digital data.

Total Productive Maintenance (TPM)

Eliminating waste, reducing downtime, and improving equipment productivity through integrated maintenance management:

• Autonomous Maintenance: Operators perform daily care to preserve equipment condition.
• Focused Improvement: Analyzing root causes to boost Overall Equipment Effectiveness (OEE).
• Machine Cards & Plans: Detailed daily/weekly lubrication, inspection, and cleaning checks.

Genba Problem Solving & PDCA

Solving problems at the actual place where value is created, using real data instead of office assumptions:

• Direct Observation: Going to the field and engaging frontline operators.
• The 5G's Framework: Genba (real place), Genbutsu (real parts), Genjitsu (real data), Genri (theory), Gensoku (standards).
• Problem Classification: Categorizing issues into Obvious, Simple (5 Why / Fishbone), and Complex.

5S Workplace Organization

Creating an optimal, clean, safe, and efficient work environment through five systematic steps:

• Sort (Seiri): Remove unnecessary items from the workspace.
• Set in Order (Seiton): Place necessary items in dedicated, easily accessible locations.
• Shine (Seiso): Maintain clean work areas to spot potential defects early.
• Standardize & Sustain: Define clear standards (Seiketsu) and ensure long-term adherence (Shitsuke).

VSM & Kanban Inventory Control

Visualizing material/information flow and managing Just-in-Time inventory levels:

• Value Stream Mapping (VSM): Diagramming current and future states to eliminate non-value-added activities.
• Kanban System: Visual signals to pull raw materials exactly when needed.
• Min/Max Stock Control: Preventing overproduction while establishing clear buffer warnings.

Meeting Efficiency & Tiered Meetings

Structuring timeframes, visual management boards, and clear agendas across organizational levels:

• L1 Level (Shift Handover): 15–20 min daily shop floor review of KPIs, HSE, and shift priorities.
• L2 Level (Management): 30–45 min meeting of production leads, engineering, and quality to analyze bottlenecks.
• LIF (Leader In the Field): Daily 20–30 min plant walks by leaders to identify and resolve shop floor deviations.

LEAN Game Changer (LEAN+)

Transitioning from traditional handwork automation to complex Game Changer technologies:

• Organically developing beyond isolated solution islands.
• Structuring multi-axis CNC and automation parameters under a common framework.
• Aligning shop floor productivity with European Sustainability Goals (CO2 neutrality, Digital Product Pass).