LeanFLOWworks, interim management is your partner for creating FLOW in your Business
LeanFLOWworks provides tailered support for your Organization by; Continuous Improvement activities, training and coaching Leaders & Employees and by Learning-By-doing Projects in order to establish sustainable Business Improvements
LeanFLOWworks combines the expertise on Strategic thinking with the practical application of Lean/Operational Excellence methods in order to enable your Teams & Employees to thrive and excel
The LEANFLOWworks approach
Strategy Deployment
Establishing the approach to define the Company Strategy and the deployment method, in close collaboration with Leaders and Employees. The Company Strategy is translated into clear Goals & Objectives and Key Performance Indicators for all levels in the organization. The Strategy Deployment methodology enables every Leader and Employee to contribute to the long-term objectives of the Company
People Process
Enabling Employees and Leaders to continuously improve their way-of-working in the Company. The Business Processes and individual Goals & Objectives of all employees are clearly linked to the long-term Company Strategy. Employees and Leaders embrace a daily habit of Learning & Development in order to establish a Learning Organization.
Value Steam Management; Continuous Improvements throughout the whole value chain
LeanFLOWworks enables your Employees & Teams to realize Continuous Improvements through elimination of all Wastes in all Business Processes everywhere in the whole value chain, between your Suppliers and Customers, in order to deliver outstanding added value for your Custome
Tools & Techniques
Teams and Employees are trained to use Lean Tools & Techniques to continuously improve their workplace, work processes and team-collaboration. Visual management is utilized to show, real time, actual process performance. Problem solving progress is visualized at those areas where the flow of adding Customer Value is disturbed
Extended Enterprize
The Company develops integrated Strategies & Partnerships with external Suppliers to deliver Customer Value and eliminate Waste in the whole Supply-Chain. The key Suppliers are enabled to adopt the Company’s Continuous Improvement Methods and are invited to participate in training and deployment in their Business. Supplier performance is visualized and frequently reviewed.
Who is LEANFLOWworks
My name is Egbert Boersma, a Lean Expert, involved in a wide variety of levels in an organization, from shop-floor to senior management. Since 2010 I have realized improvement projects in business processes at a 1st tier Automotive Supplier. In addition, I have established a Lean Academy and a Lean Coach education program within this organization.
In 2015 I completed a Master of Science in Engineering Business Management in addition to my formal Lean coach qualifications (MBB). This has enriched me to become a Lean Expert who is competent to realize the transformation to Lean/Operational Excellence in a wide variety of business processes of an organization. Because of my interpersonal-, communication and leadership skills, I am able to develop and sustain both internal and external relationships, as well as coaching and training teams and individuals to successfully apply the Lean principle in their work environment. Think of Lean principles in a wide range, such as:shop-floor improvements, product/project engineering, project management, supplier development,(corporate) strategy formation-, and implementation.
It is my belief that when the Lean/Operational Excellence ‘way of life’ is applied at every level in the organization, it will result incontinuous improvements, continuous learning and competitive knowledge.
Egbert Boersma
Realised Projects
Logistics Process Improvement
Problem; uncontrolled inventory
Conducting Value Stream Mapping of the Material Flow in collaboration with the Logistics Employees in order to eliminate bottlenecks and introducing Flow Improvements
Complex Problem Solving
Problem; no method & knowledge
Introduction of Complex Problem Solving at the Workplace. Employees are thought to observe, analyse and define Problems and establish Root Causes, Corrective Actions and validated Solutions
Quick Change-Overs
Problem; loss of output
Enabling a Production-Line to quickly Change-Over to another Product Family within the normal Cycle-Time of the Line by using Single Minute Exchange of Dies (SMED) techniques
Strategy Deployment
Problem; employee knowledge not used
Establishing Company Goals & Objectives and deploying them into the whole Organization. Conducting the PESTEL and SWOT analysis and translating the results into tactical actions
Pull Systems
Problem; too large WIP buffers
Optimizing the external-, and internal flow of material in order to improve the Stock-Turn Ratio. Establishing min-max inventory levels in the Line by 2-Bin or Kanban Systems
Workplace organization
Problem; operator overload
Objective is to provide an ergonomically optimized workplace for the operator in order to reduce fatigue and increase output and quality and reduce the risks of defects
Pull Based NPI-process
Problem; poor quality, too late, too expensive
Reduction the Time-to-Market of the New Product Introduction Process. Establishing pull-based concurrent project engineering in order to reduce Costs and increase quality and Speed
Supplier Continuous Improvements
Problem; not enough production capacity
On-Site Continuous Improvement of the manufacturing processes by eliminating internal material movements between process steps. Establishing long-term partnerships in order to realize optimum Costs and Quality
Lean-coaching
Problem; unused Employee potential
Deploying an executive coaching program, as part of a large business transformation, in a multinational concern. Enhancing the coaching capabilities of Senior Leaders by coaching-Quads and 1-2-1 coaching.
Logistics Process Improvement
Problem; uncontrolled inventory
Conducting Value Stream Mapping of the Material Flow in collaboration with the Logistics Employees in order to eliminate bottlenecks and introducing Flow Improvements
Complex Problem Solving
Problem; no method & knowledge
Introduction of Complex Problem Solving at the Workplace. Employees are thought to observe, analyse and define Problems and establish Root Causes, Corrective Actions and validated Solutions
Quick Change-Overs
Problem; loss of output
Enabling a Production-Line to quickly Change-Over to another Product Family within the normal Cycle-Time of the Line by using Single Minute Exchange of Dies (SMED) techniques
Strategy Deployment
Problem; employee knowledge not used
Establishing Company Goals & Objectives and deploying them into the whole Organization. Conducting the PESTEL and SWOT analysis and translating the results into tactical actions
Pull Systems
Problem; too large WIP buffers
Optimizing the external-, and internal flow of material in order to improve the Stock-Turn Ratio. Establishing min-max inventory levels in the Line by 2-Bin or Kanban Systems
Workplace organization
Problem; operator overload
Objective is to provide an ergonomically optimized workplace for the operator in order to reduce fatigue and increase output and quality and reduce the risks of defects
Pull Based NPI-process
Problem; poor quality, too late, too expensive
Reduction the Time-to-Market of the New Product Introduction Process. Establishing pull-based concurrent project engineering in order to reduce Costs and increase quality and Speed
Supplier Continuous Improvements
Problem; not enough production capacity
On-Site Continuous Improvement of the manufacturing processes by eliminating internal material movements between process steps. Establishing long-term partnerships in order to realize optimum Costs and Quality
Lean-coaching
Problem; unused Employee potential
Deploying an executive coaching program, as part of a large business transformation, in a multinational concern. Enhancing the coaching capabilities of Senior Leaders by coaching-Quads and 1-2-1 coaching.
Contact
Please contact me for further informal consultation
- Oudartstraat 6, 5708GR Helmond
- +316 29544656
- info@leanflowworks.nl
- IBAN NL77 SNSB 0960 6327 43
- KvK 78633664
- BTW-id NL003364039B41
- VAT-nr NL003364039B41
