OUR CONSULTING APPROACH

We grow the executives of the companies and their middle managers

to form their own culture of Lean Leadership

with sustainable results and a long-term philosophy.

WHY IS ALFRA DIFFERENT

We focus on developing high-end companies with firsthand information from Toyota. We specialize not only from an “application of tools” perspective, but from the cultural aspect that comes with Lean Leadership and the deployment in different specialties to strategically develop capabilities in Human Resources, Operations, Finance, Supply Chain, Sales, Marketing, Quality and everything involved in Lean business administration.

OUR LEAN CONSULTING SYSTEM

“We support you in the different phases of the journey towards Lean transformation. Contact us so that we can know more about your company needs and adapt a program according to your organizational culture.”

  • 1) OPERATIONAL DIAGNOSIS "THE TOYOTA WAY"

    Understand the current situation of the company and identify gaps against the desired condition. Our model is based on the "Toyota Way Assessment"

  • 2) DEVELOPMENT OF THE STRATEGIC ROADMAP

    Develop a medium-term transformation plan that will be aligned with the company's strategic objectives.

  • 3) LEAN SYSTEMS DEPLOYMENT

    Implementation of the Roadmap, deploying management systems and tools in different areas of the organization

  • 3.1) LEADERSHIP AND TEAM DEVELOPMENT

    At the beginning and throughout the journey, we develop people to be able to develop a sustainable culture of learning and continuous improvement.

  • 4) PERIODIC REVIEWS AND ADJUSTMENT OF OBJECTIVES

    We establish periodic reviews to measure the evolution of systems and adjust / define new objectives

EACH COMPANY DEVELOPS ITS OWN CULTURE

We have supported companies from various industries around the world:

  • AUTOMOTIVE
  • ELECTRONICS
  • HOTELS
  • PACKAGING & PRINTINGn
  • PHARMACEUTICAL
  • FOOD & BEVERAGE
  • METALLURGY
  • RETAIL
  • AEROSPACE
  • FINANCIAL SERVICES
  • PROJECT COMPANIES (CONSTRUCTION / SOFTWARE DEVELOPMENT)
  • ENERGY

RESULTS OBTAINED FROM A LEAN DEPLOYMENT

 *Results based on a complete implementation, the results may vary depending on the company and situation.

  •  Lean Culture Formation of Continuous Improvement
  •  80% in Lead Time Reduction to Customer
  •  80% Scrap Reduction
  •  20% Quality Improvement
  •  50% Space Reduction
  •  50% Cost Reduction of Direct Labor
  •  0 Minutes of Impact on Model Change

OPERATIONAL DIAGNOSIS “THE TOYOTA WAY”

We will analyze the established management systems, interview different functions and members of the organization, from management to key operational positions. We also analyze the evolution of Indicators (KPI) over previous timeframes with the main objective to identify evidence of Toyota Way’s 4Ps (Philosophy, Process, People, Problem Solving), established in the organization, reviewing their maturity level, and how they are aligned with the company’s goals.

We relate the current management system with the behaviors generated to define the current situation and visualize the gaps against an ideal state (true north). At the end of the assessment, we deliver a strategic roadmap that will be the multi-year work plan deployed by the management team.

SUPPORT IN THE DEPLOYMENT OF SYSTEMS

In a coaching structure, the systems are deployed by the assigned management team, being advised and receiving feedback from the consulting team. Direct responsibility falls on the departmental managers responsible for the deployment. The consultant team will provide the general guidelines, as well as the means for the development of tools by the internal team.

Daily Management System

Daily Management System

This system must be leaded by top leadership, and is the foundation to sustain the improvement momentum to develop a true continuous and learning culture

Standard work system

Standard work system

This must be developed to achieve a repetitive and predictable way of work, the real value for standard work is to bring problems to surface and address causes of deviation

Key Indicators Driving  the Desired Behaviors

Key Indicators Driving the Desired Behaviors

A correct KPI deployment must be clear and simple, trough the vertical and horizontal layers of the organization, the way people get measured will drive their behavior. Good measures should be implemented in order to drive the desired behaviors

COACHING AND LEADERSHIP DEVELOPMENT

It is imperative to begin with the development of leaders who clearly understand their vital role as coaches and facilitators. It is important to develop personally before developing others, creating leaders who live the principles and values of the company, aligned with the principles of operational excellence. The initial development of leaders must be at the managerial level, since they will forge the cultural progress of their organization by means of the systems and behaviors that are established.

strabala

So that we can know more about your needs

Contact Us

Let us know your questions,our team will contact you briefly.