Referencje

Sorry, this entry is only available in Polish.



Ewa Rynkowska
Koordynator Zespołu Rozwoju Procesów
My team and I have had a several good and fruitful years of cooperation with the firm LeanQ Team, working on number of interesting projects and implementations. We value each of the projects realizing the amount of improvements, new and fresh knowledge, savings they have brought into our organization.

Artur Sinderman
Managing Director
Many years of fruitful cooperation have resulted in indescribable benefits in the area of the knowledge connected with the subject improvement of processes and the implementation of jointly designed changes. Most of all, it helped to raise the employees’ awareness, proving that changes are an essential part of work, which led the company and the workers to become more effective in a far more conscious way. It would not have been possible without professionalism of the whole LeanQ  Team, as well as their commitment, versatile knowledge and support.

Tomasz Rodak
Customer Service Manager SSC
We would like to inform that the firm LeanQ Team was responsible for processes mapping in a scope of lean management in the  Nexteer Automotive Poland plants. The firm LeanQ Team met its obligations in a fully professional and timely way, passing on its experience, suggestions and knowledge in a clear and understandable manner. The company’s specialists also provided  counselling even after the official completion of the project.  Moreover, lean management workshops were fully tailored to the customers’ needs. Thereby, we consider our cooperation with the LeanQ Team company as very successful and wholeheartedly recommend its services.

Robert Gałązka
Chairman and General Director of Nexteer
The workshops and training sessions were carried out in a reliable way, pertaining with our needs. The trainers who conducted the sessions in our company were substantively well-prepared, and the activities were carried out in an interesting manner and with passion, what was confirmed by high satisfaction marks  given by our employees .

Katarzyna Wołejko
Managing Director
It is the only consulting and implementation firm I met in my career which presents difficult subjects in a simple manner and solves problems till the very end. Professional  consulting and fully engaged communication skills should also be noted. Moreover  change and waste elimination becomes a standard.

Piotr Kierepka
S&OP and Planning Director
LeanQ Team consultants supported us in preparing training and workshop sessions, which required an accurate identification of participants’ needs. Hence the desired results were reached. What also needs to be stressed, is a high substantive level of performed activities, as well a flexible approach to the organised sessions. The LeanQ Team company has not only shown a very high substantive, but also a high organisational level.

Włodzimierz Zając
Prezes Zarządu
The LeanQ Team company turned out to be a trustworthy partner, demonstrating flexibility in creating a programme of workshop sessions pertaining to our needs. They were professionally conducted at a high substantive level, adequate to participants’ expectations. Plus, the atmosphere of the meetings was conducive for discussion and solving problems which were submitted during the sessions.

Jakub Kaszuba
Prezes
Wysoko oceniamy standard współpracy w zakresie przygotowania warsztatów wdrożeniowych i dostosowania ich programów do naszych wymagań. Dlatego też polecamy firmę LeanQ Team jako wiarygodną, profesjonalną kadrę gwarantująca wysoki poziom wykonania usług.

Jacek Szeliga
Operational Director
The LeanQ Team staff is open to our requirements  and needs. It displays a high level of commitment, which enables effective cooperation. We recommend the LeanQ Team company as a professional and competent partner and we wish to recommend the firm to potential customers who are aware of their problems.

Sebastian Kler
Prezes ds. Produkcji
The LeanQ Team staff is open to our requirements  and needs. It displays a high level of commitment, which enables effective cooperation. We recommend the LeanQ Team company as a professional and competent partner and we wish to recommend the firm to potential customers who are aware of their problems.

Marek Wesołowski
Dyrektor ds. Produkcji
LeanQ Team supplies lean energy!! I confirm the effectiveness of consulting – implementation services, which  we have been benefiting from in recent years in order to increase effectiveness. With great satisfaction I want to stress excellent communication, a high quality of workshops and a flexible offer. We are planning to continue our cooperation with the LeanQ Team, applying the subsequent lean and implementation projects.

Andrzej Brzeziński
Prezes Zarządu
The cooperation with LeanQ Team was pure pleasure. A professional and timely service, as well as highly qualified specialists, whose approach to conducting workshops  inspired the trainees to be fully available was a real asset. With full responsibility I can recommend the LeanQ Team company to everybody.

Edyta Ściążko
Human Resources Manager
A substantive preparation of trainers, their communication style and skills of passing on knowledge were highly valued by the participants of workshops and training sessions.  A very friendly atmosphere, in which our cooperation took place, is also worth to note.

Joanna Nuckowska
Managing Director
If the Company has a well thought out and long term plan of Lean implementation and support is required  in certain areas, you can count on LeanQ Team. Substantive and organisational preparation of a workshop will secure effective and successful implementation - success for both parties.

Andrzej Mońko
Head of Production
The choice of the LeanQ Team company as an implementation company in a range of widely understood Lean Management turned out to be a very good choice. On many occasions we have benefited both from their training sessions and workshops organised in our plants, as well as from open training.

Anna Wiśniewska
Quality Manager
A cooperation with the LeanQ Team company during realisation of open as well as closed training sessions went smoothly, substantively and timely. Closed training sessions were tailored to our needs  as well as requirements of our employees. Due to the above we recommend the LeanQ Team company as a professional contractor of training services.

Robert Kędzierski
Production Manager
Realizacje

COMPLEX PROJECTS rozwiń

Completion of the Lean Management project in the production area. The project scope included the supply of materials, ensuring the continuous flow of materials and minimising the work-in-progress inventory. Project duration: 2 years.
Results:
  • Standardised Work system implemented in the entire production area
  • Wastage eliminated in standard processes
  • Kanban system implemented in the supply of purchased materials and semi-finished products to workstations with a resulting acceleration in order processing
  • The staff appointed with a permanent responsibility for supplying the materials (Butterfly)
  • Workstations rearranged in the production area
  • Workloads balanced in order to increase productivity
Completion of the project concerning the material flow management in the assembly process. The project was based on value stream mapping, the results of which included improvement actions in the area of planning, material flow management, Standardised Work and performance reporting and monitoring.
Results:
  • Productivity increased by 60%
  • Lead time reduced by 66%
  • Work-in-progress inventory reduced by 83%
  • Manufacturing costs reduced by 16%
  • Inventories reduced by 26%
12-month Lean Management project, including the development of a production and logistic strategy. In the first quarter of the project, improvement actions were launched in the area of material inventory management.
Results:
  • A logistic strategy developed, covering the sourcing of materials and raw materials, quality management of materials and raw materials, warehouse inventory management, material consumption management and the rules for their settlement, as well as implementation of new products, etc. (the strategy under implementation)
  • The Sales & Operational Planning process developed
  • Material specifications developed, taking into account, among others, logistic and production parameters
The scope of work on-site (production for the network, order deliveries within 24 and 48 hours) included an analysis of the potential and implementation of changes with a strong focus on the elimination of discontinuities in the process affecting product quality. As part of the implementation activities, the following were carried out: an analysis of points of difference in order to optimise the supply chain; management of finished products' inventories and production planning using the Kanban system; capacity management based on OEE, SMED, 5S and Standardised Work; and reorganisation of the warehouse operations. The project lasted 1 year and involved 700 employees.
Results:
  • On-time deliveries increased by 60%
  • Finished product inventory reduced by 35% and costs of inventory maintenance by 20%
  • Production elasticity increased to 2 days for rotating products and to 5 days for poorly rotating products (more than 600 items in the product range)
  • The efficiency of the human and technical resources’ use increased by 40%
The range of activities on-site (small-lot production, Make To Order) included mapping, i.e. an analysis of all areas involved in the client's order handling process (manufacturing process, customer service, product design, planning, purchasing and procurement, warehouses). The manufacturing process comprised more than 20 workstations. The cooperation lasted 3 months and was followed by self-implementations and periodic audits by the LeanQ Team. The following were implemented as part of the project: work balancing on workstations, preventive care, changes in production planning and scheduling, inventory management.
Results:
  • Order delivery deadlines kept (before the project: 35% of the orders delayed on average)
  • OEE growth for the key area from 62% to 92%
The Lean Management project started with an analysis of the enterprise's potential using the Value Stream Mapping methodology. Based on the objectives thus defined, the project plan was developed, setting out the necessary changes. As part of the awareness activities, 50% of the company staff was trained in the Lean methodology (mainly production workers). The project included activities to optimise the flow of materials (Standardised Work, One Piece Flow, OEE, SMED), reduction of inventories based on the Kanban system in the area of planning and procurement, production scheduling, Kaizen and visual management. The project lasted 3 years.
Results:
  • Productivity growth in the first year of the project by 18.5%, and in the second year by a further 12.5%
  • Lead time (L/T) of the stream shortened from 74 days to 21 days
  • Process lead time shortened from 10.5 days to 4 days

LOGISTICS rozwiń

Completion of the Lean Logistics implementation project. During the first six months of the project, improvement actions were initiated in the area of procurement management and warehouse inventory management, as well as reorganisation of work within a warehouse.
Results:
  • Rules established as regards inventory calculation and defining material requirements
  • Kanban implemented for materials resulting in the material turnover improvement to 60%
  • Suppliers involved in the material inventory management, and a resulting increase in on-time deliveries by 45% and the quality of supplies by 15%
Konsultacje w zakresie zarządzania przepływem materiałów i planowania produkcji w oparciu o system kanban dla złożonego i wieloetapowego procesu produkcyjnego.
Results:
  • Inventory turnover increased for semi-finished products
  • The plan implementation ratio increased by 21%
  • Rules established for the management of semi-finished products’ picking in the assembly process
  • Rules established for the management of the semi-finished products’ inventory
A series of Kaizen (improvement) sessions aimed at standardisation of the rules for work of the team responsible for procurement and cooperation with suppliers.
Results:
  • Rules developed for defining desired warehouse inventory levels
  • The process for managing the flow of information and materials developed, including supply controls
  • Rules determined for the analysis and improvement of supplies’ parameters
  • Kanban system implemented in the production planning process resulting in a reduction of work-in-progress inventory by approx. 60%
8-month project to implement a new organisational structure in procurement and purchasing departments.
Results:
  • Targets fixed for the procurement and purchasing departments
  • The organisational structure and main processes established in the procurement and purchasing departments
  • Job descriptions developed for employees of the procurement and purchasing departments
  • Analysis of existing skills against new job descriptions performed
  • Training plans developed for employees of the procurement and purchasing departments
18-month project aimed at reducing overtime at a Distribution Centre and increasing the availability of materials for shipping.
Results:
  • Rules developed for defining and analysing logistic parameters necessary to determine the Centre’s inventory
  • A predictive model developed to manage the requirement for materials
    Kanban system implemented to manage the structure of inventory for rotating workpieces – reducing the value of the inventory by approx. PLN 5 million
  • Overtime at the Distribution Centre reduced by 90%
  • A mechanism for generating material proposals developed, which resulted in the reduction of the team involved in the inventory management and supplier order generation from 7 persons to 1, and improvement of the Customer Service by 60%
  • Rules for supplier audit and evaluation developed; auditors trained
Completion of the Lean Logistics implementation project. Within 6 months improvement actions were initiated and implemented in the area of procurement management and warehouse inventory management, as well as the reorganisation of work within a warehouse.
Results:
  • Rules established as regards inventory calculation and defining material requirements
  • Kanban implemented for materials resulting in the material turnover improvement to 80%
  • Suppliers involved in the material inventory management, and a resulting increase in on-time deliveries by 45% and the quality of supplies by 15%
  • The warehouse reorganised in terms of material storage locations and warehousemen’s work rules resulting in 99% availability of materials for the Make To Order production with the LT of 7 days
  • Rules established for the cooperation with the production departments as regards material pickups
Completion of the Lean Logistics implementation project. In the first year of the project, changes in the procurement and purchasing processes were initiated. The entire project in the area lasted 14 months.
Results:
  • Rules established as regards inventory calculation and defining material requirements
  • Kanban implemented for rotating materials, which improved the inventory turnover by approx. 50%
  • New rules for cooperation with key suppliers resulting in an increase in on-time deliveries by 30%
  • The warehouse reorganised in terms of material storage locations and warehousemen’s work rules (including material pickups) resulting in an increase in the reliability of warehouse inventory balances in the system to almost 100%
Completion of the project devoted to implementation of sustainable planning and scheduling of production. The project was correlated with the project to implement One Piece Flow and visual management in the production area, Kanban system for semi-finished products and Kanban system in the area of material procurement. Project duration: 15 months.
Results:
  • Rules developed for confirmation of lead times
  • Capacity determined based on real cycle times
  • Production elasticity increased
  • Inventory of semi-finished products reduced by 67%
  • Productivity increased by 48%
  • Order lead time reduced from 2 weeks to 4 days
  • A system launched for continuous improvement of the plan’s implementation, productivity and flexibility
  • An individual IT system developed for production scheduling and reporting

PRODUCTIVE MAINTENANCE SERVICE rozwiń

The implementation assumed the development of a concept to improve the operation of the Productive Maintenance Service in several factories at the same time. We analysed the existing problems and differences between the factories in order to define a communication plan and a corrective action plan that will be consistent for the factories. A computer system was launched to support the Productive Maintenance Service – CMMS.
Results:
  • A consistent CMMS launched to support several factories as a result of the action plan
The scope of work on-site was meant to optimise the activities of the Productive Maintenance Service in order to improve the availability and reliability of machinery. An economic analysis was performed simultaneously in 3 factories and 6 Productive Maintenance Departments (> 450 people, > EUR 30 million of the annual budget).
Results:
  • Within three years, the costs of the Productive Maintenance Service (SUR) reduced by EUR 5 million
  • Productivity improved by 9%
The scope of work on-site included an analysis of the Productive Maintenance team's potential and the concept of change with a strong focus on improving the availability of machinery for two factories. Among others, the project covered the analysis of previously identified problems, the current scope of the Productive Maintenance Service responsibilities, and defining a long-term improvement action plan (time horizon: 3 to 5 years).
Results:
  • Machinery performance increased by 4% as a result of the action plan developed during the first 5 months
During the project the objectives to be achieved were defined: failure rate and prevention, budget, value of spare parts' inventory, etc. The project charter was drawn up, a communication plan defined and a corrective action plan established. Boards were prepared for visualising results and the concept of the CMMS class system introduced.
Results:
  • Machinery performance improved by 5 percentage points
  • The Overall Equipment Efficiency improved
  • 10% reduction in the budget earmarked for Productive Maintenance

LEAN SERVICE rozwiń

Completion of the project consisting of regular workshops and training seminars on the Lean Service concept for management staff and specialists in administration for a period of 6 months.
Results:
  • 5S concept implemented in the administration department on three pilot job positions
  • The process efficiency analysis completed. Document flow reduced by 50% due to the streamlining of the above-mentioned processes
  • A visual monitoring board implemented for the tasks assigned by the manager
  • External customer service standards implemented
Completion of training seminars and workshops on the Lean Service concept for a team of IT managers and specialists with a total of 15 people trained in 3 months.
Results:
  • Quality and effectiveness analysis completed for IT processes
  • Requirements defined for changes in the work system based on improvements that have been introduced in the analysed processes
  • The standard for the management of a Kaizen project defined as regards the improvement of IT processes
Completion of the project devoted to the improvement of the sales process and customer service efficiency based on a work system analysis for three separate sales teams. The project lasted 6 months.
Results:
  • The customer segmentation and service standard defined
  • Job responsibilities for the sales teams defined: the division of tasks based on functions and scopes of competence
  • The standard for training new salespersons developed
  • The appraisal and work effectiveness assessment system developed for the sales teams
  • A manual developed containing all the above-mentioned action standards in the form of instructions
Completion of the project focused on regular workshops and training seminars for senior and middle management staff with a total of 20 people trained in 6 months. The scope of training workshops: building and developing Kaizen culture of continuous improvement.
Results:
  • Effectiveness audit completed for all departments
  • Pyramid of objectives and measures defined for all departments
  • Processes improved and simplified in the customer service and marketing departments
  • Standardised Work system implemented at the customer service department

PERFORMANCE VISUAL MANAGEMENT rozwiń

Implementation of the Performance Visual Management project in the Production Department. The project covered three levels of management. Approx. 60 people were trained. Project duration: 6 months.
Results:
  • Pyramid of objectives defined
  • Specific measures determined for the production area with visualisation on Boards at 3 levels
  • Soft skill training completed in the management of Performance Boards and planning improvement actions
  • Qualitative results and productivity improved by 15% thanks to PVM
Completion of the Performance Visual Management project for Foremen and Production Leaders. The project covered the woodworking shop and plasma preparation area. The project covered 2 levels of management: 1st and 2nd. Project duration: 6 months. Trained staff: approx. 50 people.
Results:
  • Kaizen Leaders trained in Performance Management
  • A standard for problem solving and escalation developed
  • Leaders trained in problem diagnosis and presentation of problems for solving
  • The number of problems solved increased to 40%
Completion of the project devoted to Kaizen continuous improvement as a result of the Performance Management system operation. The project involved a group of 20 people and lasted 3 months.
Results:
  • Kaizen Leaders trained in Performance Management
  • A standard for problem solving and escalation was developed
  • Leaders trained in problem diagnosis and presentation of problems for solving
  • The number of problems solved within up to 4 weeks increased to 70%
Completion of the Performance Management project for an entire factory in the automotive industry. Testing solutions within two production departments. Project duration: 6 months. 60 employees trained.
Results:
  • Pyramid of objectives defined
  • Specific measures determined for the production area with visualisation on Boards
  • Kaizen Leaders Trained in improvement actions and accountability for the area performance
  • As a result of Performance Management implementation, productivity of the areas increased by 8% within 6 months

DESIGNING HALLS AND FLOWS rozwiń

Flow concepts include mapping of the order handling process with regard to the flows of information and materials. The projects were aimed at shortening lead times while reducing inventory levels of work-in-progress and ensuring timely deliveries to clients. The project includes: the current state assessment, future state map and improvement action plan. So far we have completed and supported the implementation of over 100 projects in the following areas:
Results:
  • Flow concepts in the supply chain
  • Flows concepts within a single factory
  • Flow concepts comprising 2-3 related factories cooperating in a customer-supplier model
Our hall designs include the definition of material and human flows, taking into account the requirements concerning the performance of the manufacturing process, reduction of the work-in-progress inventories, and general optimisation of warehouse inventories. Our concepts are based on the analysis of the enterprise's strategy against its sales potential, required elasticity of the production process, as well as the existing and implementable technologies. These are conceptual designs that make a springboard for building plans and specifications.
Results:
  • The concept to expand a production hall for the production of steel doors (Poland)
  • The concept of a new production hall for the production of tinned meat (Poland)
  • The concept of a new production hall for the processing of smoked fish (Poland)
  • The concept to convert the production hall for the processing of smoked fish (Turkey)
  • The concept to expand a two-storey production hall for the production of steel doors, taking into account the varnishing process (Poland)
  • The concept to reorganise a production hall for the assembly of switchgears (Poland)
  • The concept to reorganise a production hall for the manufacturing of measuring transformers (Poland)
  • The concept to reorganise a production hall for the manufacturing of electrical switches (Poland)
  • The concept of production nests in the manufacturing of cells (Poland)
  • The concept of production nests in the manufacturing of electrical components (Poland)
  • The concept of production nests in the machining process (Poland)
  • The concept of production nests in the processing of wood and wood-based products (Poland)
  • The concept of an assembly line for railway couplers (Poland)
  • The concept of assembly lines for special vehicles’ accessories (Poland)

LEAN MANAGEMENT TOOLS rozwiń

The project scope assumed the development of a reorganisation concept for the entire factory (4 manufacturing departments) and the design of production job positions and cells, with the concurrent balancing of workloads in the plant's key assembly area. The project lasted 4 months. Development of solutions in the field of planning and material flow, a plan for cell-based production, One Piece Flow, and workstation Kanban.
Results:
  • Productivity increased by 40%
  • Production lead time reduced by 60%
  • Work-in-progress inventory reduced by 8o%
The project focused on an increase in productivity of the manufacturing process, reductions in work-in-progress and warehouse inventories; launched in selected pilot production cells. The project was implemented in two steps of 12 months each.
Results:
  • Balanced operators’ workloads
  • Operators relived from the burden of external work – provision of materials to cells by Runners
  • Productivity increased by 18%
  • Changeover time reduced in order to increase the flexibility of machinery (by 50%)
  • Interdepartmental inventory levels reduced by 40%
  • Delays in supplies to cells reduced by 2/3
Completion of the Single Minute Exchange of Die (SMED) project for a pilot machine. Operators trained on quick changeovers. Division of changeover labour standardised. Standardised Work cards created. Internal operations shortened. Workshops continued independently by the factory team.
Results:
  • Changeover time reduced from 180 to 84 minutes (workshop calculation: 103 minutes)
  • Flexibility increased from 6.17 days to 2.87 days (planned: 3.521 days)
  • Minimum production batch reduced by 50%
  • Reduced work-in-progress inventory
Implementation of 5S and Standardised Work project in the area of table assembly. The project involved 25 employees. Project duration: 4 months.
Results:
  • 5S and Standardised Work implemented in the area of table assembly.
  • C/T for the assembly reduced by 15%
  • The skills matrix prepared for the development of employee skills. Flexibility of resources increased by 50%
The project focused on the implementation of 5S and work standards. More than 100 people trained. Project duration: over 12 months.
Results:
  • 5S System and changeover standards developed
  • 5S implemented in 4 areas; changeover time for machinery reduced by 30%
  • The training and competence development system developed for production employees
5S and Standardised Work implementation. The project assumed the development of both systems for the entire factory and included implementation in two pilot areas: plastic forming, and packing and customising. The project lasted 8 months. Trained staff: 50 people.
Results:
  • 5S System and Standardised Work implemented
  • 50% of the company covered by standardisation. Packing and customising time reduced by 20%

KAIZEN AND KAIZEN LEADERS rozwiń

MODEL IMPLEMENTATIONS IN THE ELECTRONIC INDUSTRY. Project scope: Kaizen system and Problem Solving. Duration: 6 months. Range: selected pilot areas of production
Results:
  • Kaizen system developed in a production area
  • Staff trained in Problem Solving
  • Kaizen action cards prepared
  • Kaizen action visual monitoring boards prepared
  • Efficiency in pilot areas increased by 15% as a result of Kaizen activities
  • 30 improvement projects implemented
Three training workshops completed on the design of Kaizen system and Problem Solving in selected production areas of an automotive company.
Results:
  • Kaizen system developed in a production area
  • Staff trained in Problem Solving
  • Kaizen action cards prepared
  • Kaizen action visual monitoring boards prepared
  • Efficiency in the pilot area increased by 20% as a result of Kaizen activities
Completion of the project devoted to the development of the Kaizen system and Training of Kaizen Leaders. The project lasted 8 months. It encompassed the entire packaging factory.
Results:
  • Kaizen system developed at every level of the organisational structure
  • Staff trained in conducting Kaizen actions at 2 levels
  • Kaizen project cards prepared
  • Kaizen visual monitoring boards prepared
  • Increased staff involvement in the improvement process
  • More than 70 improvement projects implemented
Two Kaizen training workshops completed in a selected pilot area of a pharmaceutical company. Participation of production and administrative staff.
Results:
  • Kaizen system developed in the production area
  • Staff trained on Kaizen improvement tools
  • Kaizen project cards prepared
  • More than 20 improvement projects implemented

EMPLOYEE COMPETENCE rozwiń

Implementation of the project devoted to planning and development of competence in the Accounting Department. Project duration: 3 months.
Results:
  • The scope of required competence developed (skills matrix)
  • Paths of development defined for the Accounting Department
  • Employee training plan developed
  • Process efficiency increased by 20% owing to the employee competence management
Completion of the project devoted to planning and development of competence in the production area. Linking the skills matrix to the wage and bonus system. The project involved the entire production section. Duration: 8 months.
Results:
  • The scope of required competence for job positions developed for two factories
  • The skills matrix developed and a 360-degree assessment completed
  • Risk levels defined for individual areas
  • Development path defined for the production staff in two factories
  • Employee training plan developed
  • Employee flexibility increased by 40%
  • Requirements developed for the wage system in two factories
  • Bonus award criteria defined
  • Job positions evaluated
  • Pay spines created for production departments in two factories
  • Wages in two factories adapted to the newly developed system
Completion of the project devoted to planning and development of competence in the production area. Linking the skills matrix to the wage and bonus system. The project involved the entire production in a machining industry company. Project duration: 6 months.
Results:
  • The scope of required competence for job positions developed
  • The skills matrix developed and a 360-degree assessment completed
  • Risk levels defined for individual areas
  • Development path defined for the production staff
  • Employee training plan developed
  • Flexibility of resources increased by 50%
  • Requirements for the wage system developed
  • Bonus award criteria defined
  • Job positions evaluated
  • Pay spines created for the production department
  • Wages in the production department adapted to the newly developed system

DEVELOPMENT OF LEADER'S SOFT SKILLS rozwiń

Completion of the soft skill project for managers. The project involved a group of 12 people and lasted 6 months. The project covered the following topics: Interpersonal communication; Team management; Employee motivation and engagement in the change process; Handling appraisal interviews; Individual coaching.
Results:
  • 12 employees trained
  • The project completed with passing the final exam
  • Participants also successful in the coaching test
Completion of the project in the field of managerial skills' improvement for team leaders of production teams. The project entitled “Leadership training” covered the following topics: Principles of effective communication; Team management, Conflict, Emergencies, Elements of negotiation; Personal and team working time management; Problem Solving.
Results:
  • 30 employees trained
  • Skills acquired in the above-mentioned areas confirmed by knowledge tests and an increase in the number of successfully implemented improvement projects
Completion of the soft skill project for managers and executives. The project involved a group of 40 people and lasted 6 months. The project covered the following topics: Interpersonal communication; Team management; Employee motivation and engagement in the change process; Handling appraisal interviews; Conflict resolution.
Results:
  • 40 employees trained
  • Skills confirmed by knowledge tests and completed in-house projects
Completion of the managerial skill improvement project for leaders and executives. The project entitled “Manager Academy” covered the following topics: Principles of effective communication; Team creation and management, Conflict, Emergencies, Elements of negotiation; Personal and team working time management; Creativity in everyday work; Problem Solving.
Results:
  • 50 employees trained (leaders, executives and coordinators)
  • Skills acquired in the above-mentioned areas confirmed by knowledge tests and improved performance of the teams