1st March 2006   -   Lean Institute repeats the success of the first Lean Advisor qualification in Karlsruhe. Established companies out of industry sectors like the pharmaceutical, medical, environmental techniques, mechanical engineering, aviation industry and aviation supplier take part. In the framework of the professional qualification to a lean expert, lean manager and functions like quality, logistics and maintenance will be trained in lean principles. In the core stands the successful implementation of lean in the daily business. Whereas a quantity of companies do not manage to implement lean successful (because of missing lean-implementation know-how and the relapsing into the old attitude and missing of management-implementation) the new lean advisor will be trained professionally and competently. Next to the successful criteria of lean all lean tools and the essential processes (lean processes, lean change management) will be communicated practical from industry experts. The participants profit from the perennial project experience of the referents. In the core of the education stands the system understanding as the basis for the Toyota production system (TPS) with the substantial documentation for the quick adoption in the own company.

27th February 2006   -   DJTE supports the world wide leading optical and measurement corporate group in the successful implementation of lean in the maintenance (lean maintenance). The client will be supported in the affiliation of maintenance processes with lean tools ASME / VSM. Potentials for economisation of maintenance leading to quick wins through the acceleration of reaction times of the maintenance, but also to a new adjustment of the maintenance for the availability of the clients. The maintenance uses the results for underlining and redesigning the maintenance-strategy as a professional and value raising service provider. The framework of analysis rational potentials of > 10 percent (based on the employee resources, available man hours) will be identified with figures. The project also shows the practical usage of lean systems in the administrative part (Lean in the office, lean for service provider, lean for overhead optimisation). It is clearly proved that lean is a suitable optimisation approach for the maintenance. In the balance point of the lasting implementation stands the system attempt, also with the integration of the CIP-processes of all maintenance employees.

22nd February 2006    -   Lean Institute supports German chemical corporate groups in the introduction of lean production. DJTE stands up to established consultants, because the systematic approach for the implementation of production systems is persuading the clients. A quantity of successful references in the frame of lean production and administration processes and the practical experience in chemical companies convinces the chemical manufacturer. The LIA is a system affiliation of potentials before the start of a lean production system. The content is also the training of lean production for managers at the place. The LIA defines the modules of the production system to activate the biggest potentials with the right tools.

20th February 2006   -   Lean Institute supports the international automotive industry in the benchmark under lean points of view. A quantity of investment projects is viewed from a critical point of view in terms of lean production / lean maintenance. While the automation level could not be high enough in the past, these days it is analysed critically with regard to the total costs (Life Cycle Costs, LCC) how much automation is economic. DJTE has developed a systematic for an objective assessment (Lean Review) of machines and plant projects. This guarantees that machines are lean in the early phase, instead of expensive after-optimizations during the business. A lean manufacturing design (LMD), lean assembly design (one load up) supports the customers to ensure the profitability of investment projects in the early phase. This is also important for factory planning, factory expansions, machine extensions, layout planning and great projects of new investments (new machines, plants, production lines). With the design of the machine today, the life time costs will be set for more than six years. Lean manufacturing design is classified from the automotive pump manufacturer as a strategic constituent of the economical improvement.

19th February 2006    -    Lean Institute supports German pharma producers (pharmaceutical industry, nutrition and food industry also medical engineering) in the successful reduction of the setup time (bisection of the setup time). In the context of the  SMED / QCO Workshops an improvement potential of approx. 35 % (in the first passage) will be activated. The pharma company will be instructed with a QCO / SMED game (simulation for a fast setup and bisection of setup time). After a short introduction the client is in the position to reduce change-over times for products. With a new setup-figure and a new setup standard (QCO / SMED QPS) the process will be permanently anchored within the organisation. Furthermore the client gets a substantial training material and templates for the integration of „faster setup“ into the daily business. The approach of DJTE differentiate in the permanent improvement of setup-times and change-over times. Due to a clients statement, approaches of workshops from other consultants are good for a short term, but not efficient enough in the daily business. Therefore all machines and production lines are optimised independently by using the successful QCO/SMED methods provided by Lean Institute ® [SMED = Single Minute Exchange of Dies // QCO = Quick Change Over]

02nd June 2005  -  Dr. Joerg Tautrim Engineering supports a world-wide operating automotive supplier group in the redesign of the existing manufacturing system design to become and to support lean right from the start. The manufacturing system design has been reevaluated and redesigned in order to reduce cycle time and employee productivity by the means of lean tools. The manufacturing system design has been redesigned to support a multiple-machine operation (U-Shape) and efficient group work process. With the new design, employee productivity, after the ramp-up, will be almost doubled.  

28th May 2005  -  Dr. Joerg Tautrim Engineering supports German F&B factory in the successful installation of Total Productive Maintenance. Total Productive Maintenance is the means to increase Overall Equipment Effectiveness (OEE) to a worldclass level. Furthermore maintenance functions are integrated intro groupwork activities by a 7 Step approach and qualified trainings. Customer is enthousiastic about lean excellence and considers Total Productive Maintenance as a machine-focused and integral (!) key module for his initiative. DJTE implements Total Productive Maintenance since 1994 (!).

20th May 2005  -  Dr. Joerg Tautrim Engineering supports European F&B group in the successful installation of a Kanban system for the packaging material supply to filling lines. Furthermore, filling lines are pulling raw material from production area with a new kanban control. 

19th May 2005  -  For a leading northern European Group, Dr. Joerg Tautrim Engineering develops  a lean administration handbook to transform office processes to a lean administration system.  The systematic approach of the lean excellence / lean production system product, including lean tools but also all required lean processes, is now transfered to the administration area. DJTE closes the gap in order to become a complete lean enterprise, reutilizing the successful lean production system approach. Office processes include sales, development, planning, maintenance, Human Ressources, etc. 

12th May 2005  -  Dr. Joerg Tautrim Engineering supports a Germany-based PCB-manufacturer in the pre-analysis for the installation of a lean production system. Capacity losses at the constraint, manufacturing flow and rerun (first pass yield) potentials but also organizational potentials have been identified and expressed by facts and figures. Customer is impressed by the professional, method-based approach (ASME, VSM, LIA) in order to quantify the known and estimated potentials. Quantified potentials are now focused by the right selection of the right tools.  

04th April 2005  -  Dr. Joerg Tautrim Engineering supports Germany-based electronic device manufacturer (several plants)  in the successful implementation of lean production. The printed circuit board (PCB) manufacturer is supported by a professional and industry-focused training in lean production for the complete management team. Furthermore a standardized Lean Initial Audit (LIA) is realized, in order to identify key opportnities for improvement ("number crunching"). The Lean Initial Audit is a key product before the installation of a lean production system in order to select relevant lean methods within the framework of the lean production system ("Toyota production system" modules).  

02nd March 2005  -  Dr. Joerg Tautrim Engineering supports Northern-Europe-based food and beverage company in the definition of the key value stream for a strategic manufacturing process and a key product. Value Stream Analysis and Design is a key method to identify major opportunities for improvement. The Value Stream Map (VSM) aproach is totally integated into the Lean Excellence approach and Lean Production System methodology. Customer is impressed by the quick, professional and result-driven implementation of the value stream analysis.  

14. February 2005  -  Dr. Joerg Tautrim Engineering evaluates 5S progress of medical device manufacturer site against global 5S standard. The risk of any 5S implementation is that sustainable 5S progress will be threatened by daily business argument. Customer receives a 5S score (internal vs. external score), which quantifies 5S implementation status (good and bad practices) per site and management summary what to do.  

04. February 2005  -  Dr. Joerg Tautrim Engineering trains European Lean Champions in the application and implementation of lean methods and in a process-oriented understanding of Lean. Customer is impressed by the practical and simple applicability of lean methods. The approach clearly differentiates against the workshop-based approach ("Kaizen-Blitz"). Methods are installed as processes following the 6Sigma (DMAIC) process pattern. (Lean and Six Sigma)  

26. January 2005  -  Dr. Joerg Tautrim Engineering introduces Lean Production system design  concept for medical device and pharmaceutical group.Customer is impressed by the specific definition of how-to implement lean, that will avoid discussions (perception, interpretations) at the various European manufacturing sites.

20. January 2005  -  Dr. Joerg Tautrim Engineering performs tryout for  Lean Excellence System Review (LESR) at Food&Beverage Lead plant site.  Customer highlights the value to get an overall diagnosis where the biggest opportunities for improvement are. There is a unambiguous specification, what lean is and how to implement a lean production system.