Lean process and quality management
Lean management is a major management instrument for HELVETING, not only as a part of our consultancy strategy but also for the definition of the in-house business processes. Lean processes enable us to offer the highest degree of transparency cost-efficient.
The definition of lean management signifies a holistic management approach which targets to mitigate industrial waste and exceeds today the originally developed methods of lean production.
Optimising business processes using process-oriented procedures of solution
HELVETING pursues process-oriented problem-solving approaches. We not only consider business processes and workflows, but also their network and interfaces in order to be able to focus on the overall balance of the business optimisation. Thus, you can increase your market advantage by specific, continuous improvement and achieve a solid business growth.
The business optimisation looks on your company as a socio-technical system. Preferably, we include all crucial areas of your company and your employees. They will be architects of the change process themselves under the guidance of the specialists of HELVETING and can easier back future adjustments.
Sustainability is a main premise for your change management
It is often a long way from the change management to the established company culture. By request, we support you in the introduction of a change culture in your company and we also accompany you even beyond the finish of a change introduction to establish it effectively and sustainably in your company.
What is lean quality management?
Lean management and quality management can hardly be isolated within a quality management system. Changes for the optimisation entail an adjustment of the quality management system and the specification. Just like for the introduction or optimisation of a quality management system, it is reasonable to conduct a process analysis for lean processes.
HELVETING prefers a holistic lean management approach which is oriented on customer requirements. On demand, sub-areas, such as the development or production units, can be considered.
How does the support by HELVETING in the area lean process management work in practice?
The methodology of HELVETING could vary potentially depending on the branch and the task, but HELVETING sticks basically to a three step model. It starts with a short introduction project which has typically a length of three months. For an engineering task, a situation analysis, the formation of interdisciplinary teams (integration of employees, identification of stakeholders) and a first analysis of the process by participant observation are initially conducted.
Thereafter, the actual lean process management project follows and could be set for a length of four months as an example. A detailed analysis of the processes is essential before a redesign of the process can be created. Further, networks and interfaces must be defined and stakeholders in key roles within the change processes must be detected. The changes will be implemented afterwards.
Many lean management projects fail after their finish because the old waste culture is slowly returning. By request in a third phase, we finally conduct an engineering pilot project with a length of two to five months to establish the changes, adjust them eventually and develop them further. Therefore, the employees and the management buy-in of the new culture are strengthened and a continuous improvement of the processes can be established.
What methods are used in an analysis in lean management?
The lean management team of HELVETING is not bounded to specific methods. Depending on the task, our experts make use of a pool of methods and strategies which then are applied result-oriented. HELVETING willingly consults you and is familiar with the choice of methods and their deployment.
Quality and processes of HELVETING
For our in-house HELVETING developments, our HELVETING engineering process (HEP) is in use. Therefore we can guarantee that our developments for you match our high ambition on quality and that they get managed without waste in the sense of lean management and that they have an optimal cost-benefit ratio.