An expert consultant will visit you to define the improvement opportunities and obligations along with you. He will then be able to suggest solutions adapted to your reality and, more importantly, that meet your specific needs.

If necessary, an expert diagnosis conducted via risk reversal can be performed. Talk to an expert consultant during your visit and he will explain the details.

Kaizen Strategic Production FLOW

For the business that is ready to focus on a strict improvement project and to communicate it effectively to its employees.
The FLOW Program is an ongoing improvement process that uses the simplified value chain to diagnose the business by comparing it to a plumbing system where we closely examine four main elements separately: the F (Fault), the L (Length), the O (Opening), and the W (Workforce).

This method yields one of the most positive reactions possible because it allows everyone to finally have a common and true vision of the company. Indicators and a detailed action plan are developed and implemented thanks to the support of management and staff.

Kaizen Production Process

For the business that is ready to focus on its staff's abilities in order to improve the performance and flexibility of its production system.

A team of employees analyzes and rethinks how things are done in an effort to design a tight workflow production process. Specifically, the team will need to work on reducing waste: wait times, transportation, overproduction, corrections, stock, etc.
 
The business will be able to better understand and manage its production and its bottlenecks so that it can optimize its productivity and delivery timeframes.

Kaizen Reducing Setup Times SMED

For the business whose manufacturing system performance and flexibility are limited by long setup delays
A team of employees closely examines and analyzes the setup operations in order to redefine the work methods and rethink the equipment.  It is a matter of reducing the setup time (RSEUT) by reducing the downtime during die changeovers.  The workstation layout is also changed to facilitate the implementation of new procedures and methods.

Kaizen Six Sigma

For the business that wants to reduce and control the variability of its operations and stand apart from the rest by increasing the efficiency of its operational processes.
A team of multidisciplinary employees uses a problem resolution and continuous improvement process. This process is based on the the Six Sigma approach, but because it is tailored to the reality of each business, large or small, we are able to clearly target the real problems and find true solutions.
The company will learn why a business line is not yielding the expected results. Furthermore, it will have implemented the proper tools to permanently eliminate or, at the very least, control the root causes of non-performance, and then quickly increase the performance of those areas.

Kaizen Development and Industrialization

For the business that wants to stand apart from the rest by offering the greatest value-added products and services, at lower costs and with faster rollout times.
A team of employees analyzes and re-engineers the product design process (PDP) based on the stage-gate model. This method allows us to monitor the activities and allocate the right resources, to the right projects, at the right time.
The business will have in hand a product design process that will incorporate, at every step of the way, the needs of internal and external clients as well as those of suppliers and partners.

Integrated Reliability Centered Maintenance Management (IRCMM)

For the business whose manufacturing system performance relies on the performance of its production equipment.
A team of employees designs the complete Integrated Reliability Centered Maintenance Management program structure, which is self-contained, preventative, corrective, and improvement-based. In addition to developing the program, it establishes indicators to monitor the performance of the equipment.
The company will be able to better understand and manage its maintenance function using a well-defined structure and performance indicators in order to achieve the optimal balance between maintenance costs and equipment performance.

Overall Equipment Effectiveness (OEE)

For the business whose manufacturing system performance relies on the performance of its production equipment.
OEE defines the overall equipment effectiveness of a piece of equipment, cost centre, or plant while at the same time taking into account the three main parameters of manufacturing performance (availability, efficiency, and quality).
For a better understanding and better management of equipment performance. Easy to identify and quantify improvement opportunities using the OEE parameter in order to determine which one requires action.  Increase material production by reducing rejects.

Lean-Coaching Program

To guide the supervisor to the expected level of management.  It is the only way for businesses to perpetuate the change initiated by the implementation of improvement projects.
Analysis and presentation of the development plan for each supervisor. Training and workshops on roles and responsibilities, the development of a management system, motivation, problem resolution and conflict resolution.
This customized training will help your supervisors be responsible, understand their role within the organization, provide the management tools they need to efficiently manage operations, explain the production gaps, and increase productivity and quality.

Kaizen Strategic Marketing

For the business concerned with guaranteeing its growth and profitability by bringing its vision and objectives, strategic business development and market penetration in line.
Strategic Marketing consists of matching sales and marketing with the company's business objectives. Therefore, the approach requires the use of clear earnings and profitability objectives when developing strategies.
Strategic Marketing aims to optimize the company's rollout methods. The competitive edge obtained in this manner is a strategic engine for growth and profitability and allows business development to be managed on a daily basis.

Kaizen Production Process

For the business that wants to optimize its manufacturing performance by improving its operations planning and reducing production delays.
A team of employees analyzes and re-engineers the production process so it can be optimized based on the needs of the employees responsible for securing orders. In order to better monitor delivery lead times, planning and prioritization are based on the capacities of the production bottlenecks. The job tickets also need to be re-engineered in order to improve the information and reduce returns.
The company will have a better understanding of its production process and will be able to optimize it. It will also be able to constantly monitor its performance and the use of indicators.

Kaizen Stock Management

For the business that wants to minimize its warehousing spaces and costs while maintaining a high level of service.
A team of employees analyzes all of the company's products and purchases in an effort to implement stock management. The company will then be able to develop manufacturing and procurement strategies tailored to each stock category. It will also need to use new strategies to review the layout and operation of the stockroom and warehousing spaces.
Thanks to the Kanban system and LEAN management strategies, the procurement and production planning processes will be simplified. These tools will allow you to guide the priorities and efforts of planners and buyers in order to guarantee the performance of the production activities.

Lockout Implementation

The implementation of an integrated and customized lockout system, in accordance with CAN CSA-Z460-05 (Control of Hazardous Energy: Lockout and Other Methods), is not just a matter of complying with Sections 185 and 186 of the Règlement de la santé et sécurité du travail (L.R.Q., c.S-2.1, Section XXI) and to Section 217.1 of the Criminal Code of Canada (also called "Bill C-45"), it's, above all, a matter of life and death.

The goal of a lockout is to identify all sources of "hazardous energy", to release all sources of residual energy, and to prevent any accidental reactivation which could cause workplace injuries or deaths during the maintenance, repair, inspection, cleaning, unjamming, etc., of equipment. Workers are thus assured that the equipment they must work on can not be started up without their knowledge.

Lockout implementation can prevent accidents and greatly reduce CSST premiums.

Kaizen TPM

For the business that wants to reduce its equipment downtime, improve the quality of its products, and increase its equipment efficiency.

TPM (Total Productive Maintenance) is a Japanese approach to continuous improvement, and is a strategy that emphasizes the knowledge, skills, expertise and experience of all of the company's employees, with the goal of bringing equipment to its maximum overall equipment effectiveness (OEE) over its entire life cycle. TPM involves and empowers operators because they are often in the best position to understand technical problems and propose solutions when confronted with them.

TPM allows businesses to increase equipment reliability and reduce downtime to a minimum.

Maintenance Implementation

For the business that wants to rigorously manage its maintenance activities, reduce its equipment downtime, improve the quality of its products, and increase its equipment efficiency.

The purpose of maintenance activities is to ensure the proper operation of production equipment, allowing costs to be reduced. The goal is to repair equipment, but also to anticipate and prevent malfunctions. Maintenance aims to maintain or restore the equipment to a specific state so that it is able to perform the function for which it was designed.

Maintenance allows businesses to increase equipment reliability and to minimize contractual penalties, loss of earnings due to lost production, the cost of physical and material damages, paid non-production hours, the cost of palliative measures, costs linked to non quality, the cost of parts, etc.