Too often we forget our customers and focus our own resources on maximising the efficiency of capacity utilization. Silos that prevent flow efficiency and cause inefficiency arise in the organization’s operations. These silos lead to a large amount of waste within work processes, and the ability to put theory into practice diminishes, usually accompanied by a decrease in occupational well-being. When unnecessary actions are eliminated,  employee experience improves, which also leads to a better customer experience.

Principles of Lean

  • Do the right things
  • Do things right
  • Describe the value chains of core processes that create added value for customers – visualize them and strive to identify the phases that create value for customers and eliminate unnecessary work, thereby increasing the flow efficiency of our operations
  • Make quick, tangible improvements together with employees

Modern-day Lean thinking combines Lean and agile development principles, while also utilizing the opportunities presented by digital technology. Agile, courageous experiments and related learning are essential parts of this. The key tools for renewal are adopting Lean practices and using rapid self-renewal cycles. Renewal and execution can be accelerated, supported and guided efficiently using the Accelerator model, which is taken into use as part of a pilot project. Rapid, tangible business benefits are realised at the same time as the organisation’s Lean expertise grows.


Do you know what data your organisation collects, analyses and uses for decision-making? You may be sitting on a goldmine – many companies have an enormous amount of data but lack the expertise and tools to utilize the information that can be obtained.

Lean Six Sigma applies analytics to information and service work to improve the customer experience and boost operational efficiency. Lean Six Sigma training that is tailored to the company’s needs and focuses on key operational problems provides participants with 10 important statistical tools to support the company’s problem-solving and business development.


Gemba: Go and learn. Observations and suggestions for improvements together with the team that will implement them.

Kaizen projects: Listen and create commitment. Short, tangible results are generated by in engaging workshops.

Visual management: See and understand. Visualization as an aid to steering work and projects, as well as management.

Lean training courses:

  • Kaizen leader training (2 days of classroom training + 2 days of carrying out the participant’s own Kaizen project + 1 follow-up day).
  • Lean process coach training (3 days of classroom training + 2 days of carrying out the participant’s own Kaizen project + 1 follow-up day).
  • Lean Six Sigma Green Belt & Black Belt (Carrying out the participant’s own project + 5 days of classroom training, tailored exercises and Minitab analysis using the company’s own data).
  • Lean week: an efficiency-boosting week utilising Lean and Kaizen methods(Lean awareness event, 1½ days of Kaizen training and 2 days of carrying out a Kaizen project and a 1-day continuous improvement workshop).
  • 10-week course based on Gemba and Kaizen methods to boost the efficiency of teamwork and use of time (Gemba walk + 1–2-day Kaizen workshop and group coaching)

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