Monitoring Processes & People – P&P

The aim of monitoring P&P is to explore the level of processes and lean mindset in the company, to define further logical steps in implementation of the lean production and preparation of people and to create the basis of company strategy for implementation of lean company processes.

Monitored areas:

Standardization of activities

Productive workplace – 5S

Machines reliability – TPM, SMED

Material and information flows

Procedural quality

Teamwork, shop floor management

Process indicator, achieving goals

Problem solving

Continuous improvement of processes

Leadership of people

Communication

Monitoring P&P begins with an analytical meeting which takes the form of discussion with the client, where the goals and conditions of audit are settled. The monitoring is led by 2 consultants during 1 – 3 days according to the company size and and has a form of interviews and monitoring of real situations directly in a workplace.

The output from monitoring is a final report which includes an evaluation of lean processes and people development level in each part of the company. We distinguish 5 levels of people and processes development:

1. Process has defined standards and rules and people know them and mainly stick to them

2. Process is operatively managed, people take responsibility and systematically react on problems.

3. Process is systematically managed; people can communicate, take responsibility in the team

4. Process is systematically improved; people are motivated for improvement

5. Process is naturally developed and innovated, people behave like co-entrepreneurs

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The report includes:

Point evaluation of monitored areas and their categorization into development levels (1–5)

Comments on the evaluation

Recommendations for people development and lean processes

At the same time, the report is an entrance for the workshop about preparation of the lean company strategy, which should always follow. Development strategy preparation is carried out for 2 – 3 years perspective and its disintegration into specific projects and tasks is created for following half a year or one year.
The outputs from strategic workshop are:

Strategic goals and KPIs in area of lean processes and people development

Interconnection with the complex company strategy

Planned activities (projects, tasks), guarantors and timeline for the given activity

For the whole described activity, it is possible to use the supportive programmes of Moravian-Silesian Innovative Center, which is our partner. We can provide you with information and consultation about these programmes.

Client references