Programs Offered . . .

We help your employees add value by tailoring programs to suit your needs to:

  • Lean FLOW Training
  • Business Strategy Development and Implementation
  • Lean Audit
  • Value Stream Analysis
  • Quality Improvement
  • Overall Equipment Effectiveness (OEE)
  • Productivity Improvement
  • Administrative Improvement
  • Organizational Culture Change
  • Employee Empowerment
  • Customer Service Improvement
  • Waste Reduction (resources, space, time)
  • Change Initiation and Management
  • Market share increase
  • Sales Improvement
  • Lean Coaching for supervisors / managers
  • Internal Lean Champion training



Lean FLOW Training
Value FLOW Systems provides employees with an understanding of Lean improvement programs, having them experience Lean in a practical simulation that overcomes employee reluctance and creates a positive attitude toward Lean in their workplace. The simulation raises awareness of the Lean FLOW philosophies and introduces the various Lean tools. Employees learn the benefits of changing to a Lean mode of operations and are prepared to participate in transforming their company’s production process to make it more flexible and productive.

Strategic FLOW
Value FLOW Systems helps you develop a change strategy to maximise manufacturing operations performance and to meet growth objectives. Your production process is re-designed following Lean principles, using just-in-time production techniques to improve flexibility and quality as well as to reduce response times and costs. The program is carried out by a team (executives/ managers/supervisors) who analyse and review existing processes and rethink the value chain of production activities. Productive capacity is studied to determine the resources and equipment necessary to achieve pre-established objectives. A macro level action plan is drawn up in order to specify which projects are to be carried out and in what order.

Production Processes Kaizen
A group of employees is trained on the Kaizen method and carries out concrete changes in a production process to improve manufacturing performance through increased productivity, flexibility and/or quality. The employees reorganize and reconfigure the concerned sector through the implementation of the various Lean Manufacturing tools.

Administrative Kaizen
A group of employees is trained on the Kaizen method and carries out concrete changes in the organization of an administrative process to improve file processing performance through increased productivity, flexibility and/or quality. The employees reshape and simplify the process under study and reorganize the process through the implementation of the various Lean Management tools.

Lean Coaching
To be productive, employees must know what’s expected of them on an ongoing basis. They must be given properly defined objectives to achieve and be trained, coached and motivated. Value FOW Systems develops your managers/supervisors into world-class performers. Each individual is carefully trained in the appropriate techniques of developing employees, including, objective setting, assigning, following up, problem solving, leadership techniques, interpersonal communication, feedback, etc. The program is tailored to the needs of your organization, the present skill level of your managers/supervisors and the desired levels of employee self-sufficiency.

Strategic Management Kaizen
Value FLOW Systems makes a diagnosis with management and a group of employees, helping them to develop a change strategy to optimize the file processing performance and meet strategic growth objectives. The new system integrates Lean Management principles through the introduction of tight flow to increase flexibility and performance. The team analyzes and rethinks the layout and value chain of the management system, determines resources and equipment necessary to meet objectives and develops a macro action plan containing the various projects to be carried out and implementation deadlines.

Production Scheduling Kaizen
A group of employees is trained on the Kaizen method and carries out concrete changes by reorganizing the production scheduling process. The changes optimize order processing and planning to improve delivery date reliability and plant bottleneck performance while increasing the quality and flexibility of the production start-up. The employees reshape and simplify the production start-up and planning process, as well as reorganizing the order-taking department through the application of the various Lean components.

OEE Kaizen
Current Overall Equipment Effectiveness is determined and an improvement program to increase OEE through better equipment availability, efficiency and quality is developed. Equipment-operating time optimization is improved with tools such as: TPM, 5S, SMED, RCM, Six Sigma and Poka Yoke. A group of employees is trained in the Kaizen method in order to carry out a pilot-project on a strategic piece of equipment to obtain results quickly; the Maintenance and Improvement Officer is trained in order to enable him to deploy the program on all equipment.

SMED Kaizen
A group of employees is trained on the Kaizen method and creates improvements by reorganizing working methods to reduce critical equipment setup time in order to increase manufacturing system flexibility. The employees analyze and reorganize setup change methods to reduce critical equipment down time using the SMED method and Lean tools.

Inventory Management Kaizen
A group of employees is Kaizen trained to carry out changes to the organisation and layout of storage areas via the implementation of pertinent aspects of the Lean FLOW approach. The employees implement permanent changes in the way inventory levels are managed (raw material supply, warehousing of finished product and management of a distribution centre). Measures to improve performance focus on reducing inventory and stock-outs, and improving storage capacity, productivity, flexibility and quality.

Warehouse Reorganization Kaizen
A group of employees is trained in the improvement techniques needed to change warehouse organisation and layout via the implementation of pertinent aspects of the Lean FLOW approach. The employees change the way warehousing is organised (raw materials, finished products or management of a distribution centre), so that the logistics chain performance can be improved through: increased capacity in the treatment or upholding of material or improved productivity, flexibility or quality.

Lean Audit
Value FLOW Systems evaluates the organization via the Lean principles of:
  • Respect for Lean tool usage (application of 5S, Poka-yoke, Kanban, unit lot and bottleneck treatment);
  • Implementation follow-through;
  • Improved tools
The mandate is to ensure that Lean tools are maintained and improved and that the organization constantly evolves.

Lean Tools
  • Value-stream mapping
  • Waste identification
  • Constraint Theory (bottleneck analysis)
  • 5S
  • Set-up time reduction (SMED)
  • Plant Layout
  • Tight Flow Production
    • Cell layout
    • Kanban
  • Mistake (idiot) proofing
  • TPM (Total Productive Maintenance)
  • Six Sigma
  • Productivity indicators