Consulting : 30 Années d'Expertise A Partager Avec Vous et Vos Equipes

 

FORMATION : DES PRINCIPES, DES METHODES ET DES OUTILS EFFICACES

IDEASMINE : EXPLOITEZ LE POTENTIEL DE PROGRES DE VOS COLLABORATEURS

Des Résultats Rapides (-3 mois), Visibles Et Pérennes.
Nous Animons La Réalisation De Chantiers De Progrès
(Avec Vos Ressources Actuelles)

5S, MIFA/VSM , TRS/TPM, Flux tirés Kanban, Hoshin, SMED, GAP,
Management Control, Structuration de système de progrès

Totale Productive Maintenance

Totale Productive Maintenance

Mise en place de repère de respect de réglages et de consignes sur une machine d'injection

Un des dispositifs du système de flux tiré

Un des dispositifs du système de flux tiré

Le Séquenceur ou Levelling box est un dispositif qui définit la fréquence et les références de produit à prélever

Les Groupes Autonomes de Progrès

Les Groupes Autonomes de Progrès

Une structure d'organisation humaine pour impliquer. Groupes Autonomes de Production, de Prestation, de Projet

MIFA pour Définir les Chantiers Prioritaires

MIFA pour Définir les Chantiers Prioritaires

Le MIFA donne une vision détaillé du flux des matières et des informations. Il permet d'identifier et de prioriser les chantiers d'amélioration.

5S : Les Fondations de l'Excellence Opérationnelle

5S : Les Fondations de l'Excellence Opérationnelle

Un exemple de respect des standards 5S dans un atelier , propreté, marquages au sol, lieu de travail valorisé, image de sécurité, de qualité, de progrès. LIRE LA SUITE.

Le SMED, clé essentielle de la flexibilité.

Le SMED, clé essentielle de la flexibilité.

Changement rapide d'outil sur table rotative. Le SMED s'applique à tout type de changement de produit ou de service.

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Catalog of games, ToolKits and supplies

To obtain good results at your pilot workshops and implement them at your shop floor and offices, AL-Consulting proposes all the products used by our consultants during their missions.

Here is what we propose :

  • SMED Game
  • KANBAN Game
  • IA-ToolKit (IA : Improvement Ideas)
  • Workshop Boards (SMED, Hoshin, 5S, ...)
  • KAIZEN Cards
  • 5S Red Tags

Delivery not included and effective within 10 days.

 


SMED Game

  • A Full kit : "1 machine" + tools + accessories
  • The « Trainer’s » Manual + Presentation Files
  • SMED Worksheets

Cost : €530  (taxes not included)

 


Kanban Game

Cost : €890 (taxes not included)

{mospagebreak title=IA-ToolKit}

IA-ToolKit : Management System for Employee’s Improvement Ideas

  • 2 boards to place the Improvement Ideas (I.I.) according to their advancement.
  • 1 set of I.I. Blank forms
  • 1 set of « The 12 Kaizen States of Mind » cards to animate the area
  • 1 Manual for the Area Manager, indicating the « Good Practices » to manage the I.I.
  • 5 Manuals « Participant » indicating the aim of the I.I. and how they should be used.
  • 4 Communication Posters
  • 2 Boards balance of the I.I. follow up
  • 1 Calendar

Cost (Taxes not included) :

  • 390 € (per kit)
  • 300 € (2 to 5 kits)
  • 250 € (6 to 9 kits)
  • 190 € (10 or more)

Delivery not included and effective within 10 days.

 


Workshop Boards (SMED, Hoshin, 5S, TPM , …)

  • White backboard

 


Cards « the 12 Kaizen States of Mind »

Cost (Taxes not included):

  • 2 € unit price

Delivery not included and effective within 10 days

 


Set of 100 « red » Tags for the 5S approach

Cost (Taxes not included) :

  • €30 the set

Delivery not included and effective within 10 days

Cost (Taxes not included):

  • 25 € (unit price)
  • 23 € (2 to 9 units)
  • 19 € (10 or more units)
    Special finishing with lateral borders : +5 / unit

The Kaizen State of Mind

 From the fact that every problem is a source of progress, Kaizen or the Continuous Improvement seeks to :

 

  • Make participate every person of the company in the progress achievement
  • {mosimage}Focus in the involvement of people
  • Control the current situation
  • Challenge and Improve continuously the way of doing things

 

 


Kaizen and Innovation to increase the gap!

Kaizen is an Continuous Improvement Approach which is completed with Innovation (TRIZ) :

 

 

Kaizen

 

Innovation

 

  • Progress by "Small Steps "

     

  • The usual known how (savoir faire)

     

  • Actions involving the whole staff

     

  • Reflection, perseverance, and rigor

     

  • Directed to the people

     

  • Progress by "Big Steps"

     

  • New Technological Means

 

  • Actions reserved to Experts

     

  • Important Investments

     

  • Directed to technology

     

 

 

 

 

 

 


Abstract of the 12 Principles, the essence of the Continuous - Improvement - State of Mind (Kaizen)

The 12 Principles of Kaizen that have been identified by AL-Consulting, make part of the course of action and state of mind that should be adopted by every person who participates in a continuous improvement process. Here are the first steps :

  • Abandon fixed ideas, rejecting how things are today
  • Rather than explain why things can not be done, think of ways to do them
  • Implement immediately the good proposals for improvement.
  • …

{mospagebreak title=Kaizen & PDCA}

The PDCA as a mean to concretize and carry on the Kaizen State of Mind

The PDCA (Plan, Do, Check, Act) is a process that allows to create an Improvement Plan and ensures the permanent improvement of your company’s processes. It is an Indispensable tool for achieving the continuous improvement.

  • Establish an improvement target,
  • Define the Action Plan,
  • Choose the measuring indicators for success.

Is on this basic phase that the whole project depends.
A bad preparation can only bring complications and a waste of time and money.

D = DO (Apply, Carry on)

  • To carry on the Action Plan defined during the Phase P.

C = CHECK (Control)

  • Check that all the actions were accomplished and that they gave the expected results,
  • Evaluate the differences (compare P and D).

A = ACT (Act, React)

  • Find out the root causes of the measured differences and apply the corrective actions,
  • Standardize the best practice to ensure continuity,
  • Define objectives to obtain new improvements.

First steps with the Hoshin

Origin/Definition of the Hoshin


premier pas Research on the field, with all the concerned parties (especially the operators), simple solutions and immediately applicable to improve the flow and eliminate the wastes.

We can define the JUST NECESSARY by two aspects :

The logistical aspect :
  • To manufacture quality and quantity products just necessary and delivered to the date and in the place requested by the client.
The economical aspect :
  • Consider a waste and eliminate
    • everything that does not bring true added value
    • everything that does not contribute to reaching the quality and price desired by the client
  • Applying production processes which use :
    • a minimum of equipments (equipments adapted to the flow)
    • a minimum of work and efforts



Objectives of the Hoshin



Applying a minimum of resources for satisfying the client's need and reach a "lean production" or "purified" (Lean Manufacturing)

Hoshin Seminar

Hoshin Training Workshop for what to do ?

This training-workshop takes place in a production line. The results can be easily noted thanks to the immediately application of improvement ideas of every person involved:

  • Productivity gains (amount of parts produced per person and per hour)
  • Surface gains
  • Work-in-progress reduction
  • Lead Time reduction
  • Flexibility and Adaptability increase

What you can learn :

  • Basic principles of the JUST IN TIME.
  • Use of the analysis tools.
  • The necessary knowledge to apply the HOSHIN principles in a production line.

Whom this training-workshop is addressed to ?

  • Division directors and Factory director(s)
  • Production Units Managers, Supervisors
  • Program Managers
  • Quality, Methods, Logistic and Sales Managers and Technicians
  • Operators, Team Leaders


Training Workshop Organization

Where it can take place (application field) ?

  • Production line

Training duration :

  • 3 days

Program :

  • Introduction - Kaizen
  • The Just in Time
  • HOSHIN
  • Field Diagnosis
  • Research of improvement solutions
  • Implementation of improvement ideas
  • Stabilization of the new situation
  • The way to follow up the progress and return elements to the conception
  • Continuous HOSHIN elements

Kanban Training

Kanban Training Workshop to do what?

This training-workshop allows to understand and control the Kanban Elements as a whole, through a case study and a game.

What you can learn :

  • The way Fixed Batch Size Kanban works
  • The Sequencer and its working
  • The Sizing of the Kanban loop and of the shop stock
  • The progress approach

Whom this training-workshop is addressed to ?

  • Production Units Managers, Supervisors
  • Quality, Methods, Logistic and Sales Managers and Technicians
  • Operators, Team Leaders

 


Training Workshop Organization

Training duration :

  • 2 days

Program :

  • Introduction - Kaizen
  • The Fixed Batch Size Kanban
  • The withdrawal system
  • Flows general organization
  • The Kanban / MRP Connection
  • Case Study
  • Kanban game
  • Practical application in the production line

La Satisfaction de Nos Clients est Notre Priorité N°1

 Les témoignages ci-dessous en donnent quelques reflets  

Le TOP 3 de Nos Clients

Les 3 entreprises de ce podium représentent un fort pourcentage de l'activité d'AL Consulting.
Nous sommes fiers d'avoir contribué à la mise en place du FES (FAURECIA Excellence System)
du SPV (Système de Production VALEO) et de l'APSYS (ALSTOM Production System).

A mentionner également notre contribution pendant quelques années au HES (HAGER Excellence System)
et plus récemment à la mise en place du DES (DELPHARM Excellence System)
et du HES (HUTCHINSON EXCELLENCE SYSTEM)

 

Parmi Nos Plus de 400 Clients de Toutes Tailles et de Tous Types d'Activités sur les 5 Continents

Merci à Tous Nos Clients depuis 1991

Pour l'Innovation Incrémentale (Progrès Continu)


3M - 720° - AB PLAST – ABR – ABYSSE – ACOME – ACTUA - AEROQUIP – AFPI – AGC CONSEIL – AGFA – AGROPUR – AIRBUS - AJINOMOTO – ALCOA – ALGOE – ALSTOM – ANACT – ANR - ANTARTIC – APRAT – AREVA – ARIA – ARMOR INOX – ARTP – ASI - AT SOURCING – ATRAL FRANCE – AXSOLU – BARON – BAXTER – BENVIC - BLANCHARD – BNP – BOSTIK – BOUYGUES – BRANDT – BREZILLON – BUBENDORFF – CAISSE D’EPARGNE – CALIOT – CALPAC – CATU SA – CENTRALE ACHAT GENEVE – CERA/CPS – CETAM – CETIM – CHRONOFLEX – COATEX – COBEMAT – COFELY - COMASE – CONTINENTAL – CPMI – CRMA – CSTB – CMS – CUNO FILTRATION – CONTITECH ANOFLEX – DANONE – DATISS – DECORCIE – DELPHARM - DYNEO - ELECTRIFIL – ELECTROPOLI – ENERGIE DU NORD – ESSILOR – EXTERION MEDIA- FAFIEC – FAIVELEY – FAURECIA – FCI – FEDERAL MOGUL – FICHET BAUCHE – FICHET SERRURERIE – FICO MIRRORS – FICOSA – FIVES GROUP - FMC – FMG – FONTAINUNION SA – FORTHAC – FRANCE ROUTAGES - FROMAGERIE BEL – GEMALTO – GESTAMP - GIE EXCELLENCE 2D – GIT INGENIERIA – GLOBAL CLOSURE SYSTEMS – GOODYEAR – GOODYEAR DUNLOP TIRES FRANCE – HACHETTE DISTRIBUTION – HAGER Group – HAMELIN GROUP – HAULOTTE GROUP - HENNESSY – HERTZ – HYDRO – IKEA - INGELECT – INOPLAST – INTERFIT - ITG – IUT CACHAN – JABIL – JOHNSON CONTROL – JOHNSON & JOHNSON – JOHNSON MATTHEY - L’APPEL DU LIVRE – L’OCCITANE – LABORATOIRES GILBERT - LAVAIL – LEAN FRANCE – LEGRIS - LEM EQUIPEMENT – LEMOINE GROUPE – LISI AUTOMOTIVE – LOCAMED – LOGITRAD – LU – LUXFER – LUXURY CARTIER – LYONNAISE DES EAUX – M.M.M – MAC2 SIDEM – MAFELEC – MANULOC BFC - MARK IV AUTOMOTIVE – MATELOC – MATT – MD VERRE – MEAS FRANCE – MECACHROME - MEDTRONIC – MERIAL - MONNAIE ROYALE CANADIENNE – MPAP – MTO/3M – MTPS – MULTILAQUE – NATUREX - NSE INTEGRATIONS – NEXANS – NOMACORC – NORAMCO - NOVARTIS – NTN – OPEN INGENIERIE – OUESTGRUE – PARKER - PATEK PHILIPPE - PEUGEOT PSA – PELLENC - PHILIPP MORRIS – PIEM – POUYET 3M – PSA – PSION TEKLOGIX – QUEBECOR CANADA -RB CONSEIL ET GESTION – RACO - REAMETAL FRANCE – RENAULT TRUCKS – RESINOPLAST - RIETER – RODHIA – ROLOMATIC – RSCI – RUSINOWITCH – SAB WABCO – SAFETY – SAFT – SAI – SAINT GOBAIN RECHERCHE – SALZGITTER – SAR – SAVOYE –SCA – SEGULA - SEMPERTRANS – SENCHIM – SERPE - SERMAT – SAR – SEVELNORD – SIEMENS VDO – SIRAP GEMA FRANCE – SOFEDIT – SOFRAGRAF – SOPAL – SOREC – SORIN – SPODIS – SRTT La Poste – ST GOBAIN RECHERCHE – STRAHMAN MG – ST MICROELECTRONICS - STREMLER France – SYLEA– TARKETT - TERAMAT –THYSSENKRUPP – TOSHIBA - TOURS NORD FORMATION – TRAMICO – TREVES - TREMOIS – TREVESA - TREVEST – TRW – TYCO – UC & PL – UN POINT DEUX – UNITHER – VACHETTE – VALEO – VALLOUREC – VALMONT – VALVE PRECISION – VESUVIUS – VIBRACOUSTIC – VIBRATECHNIQUES – VIRBAC – VIRLY – VOLVO – VOSSLO - COGIFER – WAGON – WEBER – WITTE – YAKDANE SCT

Pour l'Innovation de Rupture


ACADEMIE SIX SIGMA - ACHATS SERVICE – ADINE - AIT GROUP EUROPE - ALCAN RHENALU – ALCOA –FIXATION SIMMONDS S.A.S. – ALTRAN - APROCHIM SA – AXIOHM - CAPITAL INNOVATION - CEA DE CADARACHE - CEA/DAM ILE DE France - CEVA SANTE ANIMALE SA - CONTITECH ANOFLEX - CONVERTEAM SAS - CUMMINS FILTRATION SARL - DIX SEPTEMBRE – ENERGIE DU RHONE – ETS LUCIEN NOYON – FAVI - FROMAGERIE PERREAULT - GEMALTO SA - GUILBERT EXPRESS – HACHETTE DISTRIBUTIONS SERVICES - HAGER Electro S.A.S. - HAMELIN DIGITAL - INNOVATICA SA - INPI PAYS DE LOIRE - INSTITUT ICARE – ISMANS - ITT INDUSTRIES - LA POSTE CSPN DIJON - LAFARGE CENTRE de RECHERCHE – LOGITRADE – MENZOLIT – MHCS - MILTON ROY EUROPE - OBJECTIF 21 - ORLEANS VAL DE LOIRE TECHNOPOLE - PASSAGE SARL - PEUGEOT CITROEN AUTOMOBILES SA – POLIMOON PLASTHOM - RDT – CAT - RENAULT V.I. - ROCKWELL COLLINS FRANCE - SAB WABCO SA - SAVOYE S.A. - SIAP SAS - SOCIETE D'ORFEVRERIE DE NORMANDIE - PROTAC - RANOU - SAFT - TETRAS - THYSSENKRUPP SOFEDIT LE THEIL – TOSHIBA - TRELLEBORG PRODYN - TURQUAIS INDUSTRIE - VALEO - WAGON AUTOMOTIVE SA - WIRQUIN PLASTIQUES

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