The lean philosophy has become an essential success factor in the new development of efficient factory structures as well as in the optimization of established processes. Utilizing methods and tools from the lean environment is one of BLSG AG's core competences as well. Years of experience and lessons learned from projects in industry and from participation in a number of research projects in the fields of lean production and lean logistics form the foundation of our work.

In doing so, it is not our motivation to merely apply "lean" concepts with our customers but to also fill them with enthusiasm for the basic idea of lean processes. After all, our experience shows that the key to successfully implementing lean projects is being truly convinced of "lean" and its significance. Our lean-core competence is focused on stable production, material supply and provision processes as well as on lean administration processes, while concentrating on the following two goals: Customer focus and prevention of any type of waste.

 

Methods

In our lean core competence, we predominantly rely on methods which can be understood intuitively and which follow a pragmatic and practically-oriented approach. Among our most important methods in this field are value stream mapping and value stream design according to the lineback approach, the 5 Whys-method and shop floor management.

  1. Analyzing the customer's processes and demonstrating correlations: By depicting both internal and cross-company process chains in the form of value streams, we succeed in demonstrating complex correlations understandably and transparently. In this method considerations always focus on the customer of a process, which is why process mapping always begins with the customer and his requirements.

  2. Evaluation of the mapped processes: For BSLG AG, the precondition for the transformation of a current state into a lean desired state is a detailed analysis of currently-present weaknesses in the process. For this purpose, the 5 Whys-method helps us identify the true causes of process problems and thus address the roots of problems and sustainably plan and implement measures.

  3. Staff integration: A further important aspect of implementing lean processes in a company is the incorporation of all parties involved across all hierarchy levels. This entails combining the process knowledge of operative staff members on site with the expertise of the executives involved and equally trusting the support, wealth of experience and external perspective of BLSG AG.

  4. Sustainability by shop floor management: Our strategy in shop floor management further entails avoiding the definition of desired states far away from practice and instead discussing and solving the identified problems on site.

For any type of problem, our consultants can apply a number of methods beyond the ones described. In projects involving factory and layout planning, we rely on developing Sankey diagrams for capturing material flow relations for example. In addition, we have experience in applying process simulation and virtual factory mapping in 3D. For evaluating processes and measures from a cost-benefit viewpoint, we frequently use cost-utility analyses. If the challenge at hand is redesigning processes on the workplace level, we frequently use the 5S-method and spaghetti plots for determining walking routes of the shop floor staff.

 

Lean Management reference projects

  • Concept design, planning and implementation of a brown field factory according to stable production and order sequence for a premium-sector automobile manufacturer
  • Planning of the in house logistics as part of factory planning for a premium racing vehicle manufacturer
  • Location/factory planning and implementation of a production and logistics concept for a fuel cell manufacturer.

 

Our contact(s) for Lean Management

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