If you want something that you have never had,
you have to do something that you have never done before.

- Chinese proverb

Our organisation modelfor a performing management of your operational strategy

Some learnings :

1. « Use your energy to develop unprecedented solutions and leave the common solutions to your competitors”. AMA - Arvenys
2. « Alone you can go quicker, in a team you will go further ». Anonymous
3. « If things get done, it’s thanks to the management. If things don’t get done, it’s because the management did not do them”. Lean Manager
4.« We make progress by involving and motivating people, not by doing without them or against them » Senseï Chihiro Nakao – Shinjijutsu Consulting
2. “Utilise ton énergie pour développer des solutions inédites et laisse les solutions conventionnelles à tes concurrents”. Arvenys.
3. “Tout seul tu pourrais aller vite, en équipe, tu iras sûrement loin”. Anonyme
4. Si les choses se font, c’est grâce au management. Si les choses ne se font pas, c’est parce que le management ne les a pas faites. Arvenys.
5. On progresse en impliquant et motivant les personnes, et non en faisant sans elles ou contre elles. Senseï Chihiro Nakao - Shinjijutsu

1. « Use your energy to develop unprecedented solutions and leave the common solutions to your competitors”. AMA - Arvenys
2. « Alone you can go quicker, in a team you will go further ». Anonymous
3. « If things get done, it’s thanks to the management. If things don’t get done, it’s because the management did not do them”. Lean Manager
4.« We make progress by involving and motivating people, not by doing without them or against them » Senseï Chihiro Nakao – Shinjijutsu Consulting
2. “Utilise ton énergie pour développer des solutions inédites et laisse les solutions conventionnelles à tes concurrents”. Arvenys.
3. “Tout seul tu pourrais aller vite, en équipe, tu iras sûrement loin”. Anonyme
4. Si les choses se font, c’est grâce au management. Si les choses ne se font pas, c’est parce que le management ne les a pas faites. Arvenys.
5. On progresse en impliquant et motivant les personnes, et non en faisant sans elles ou contre elles. Senseï Chihiro Nakao - Shinjijutsu

1. « Use your energy to develop unprecedented solutions and leave the common solutions to your competitors » . Arturo Mazzolini
2. « Alone you can go quicker, in a team you will go further ». Anonymous
3. « If things get done, it’s thanks to the management. If things don’t get done, it’s because the management did not do them » . Arturo Mazzolini
4.« We make progress by involving and motivating people, not by doing without them or against them. » Senseï Chihiro Nakao – Shinjijutsu Consulting

Generate a « Premium » level of value for your clients:

1. Anticipate: Bring you to offer unprecedented and differentiating advantages to your products and services before your market requires them or before your competitors offer them
2. Innovate: Transform these advantages into innovative solutions that take into account the full lifecycle up until the recycling of the materials
3. Produce and deliver: Supply quality products and services with high performing benefits

1. Anticipate: Bring you to offer unprecedented and differentiating advantages to your products and services before your market requires them or before your competitors offer them
2. Innovate: Transform these advantages into innovative solutions that take into account the full lifecycle up until the recycling of the materials
3. Produce and deliver: Supply quality products and services with high performing benefits

1. Anticipate: Bring you to offer unprecedented and differentiating advantages to your products and services before your market requires them or before your competitors offer them
2. Innovate: Transform these advantages into innovative solutions that take into account the full lifecycle up until the recycling of the materials
3. Produce and deliver: Supply quality products and services with high performing benefits

Generate a « Premium » level of value for the companies, their employees and the society:

1. Margin and cash-flow: Maximize gains thanks to innovative products and the constant control and reduction of all sources of waste
2. Productivity and work conditions: Minimize work-related anxiety by keeping control on operational processes at all levels
3. Contribution to the society : Minimize the impact on the environment by choosing the globally relevant long term solutions

1. Margin and cash-flow: Maximize gains thanks to innovative products and the constant control and reduction of all sources of waste
2. Productivity and work conditions: Minimize work-related anxiety by keeping control on operational processes at all levels
3. Contribution to the society : Minimize the impact on the environment by choosing the globally relevant long term solutions

1. Margin and cash-flow: Maximize gains thanks to innovative products and the constant control and reduction of all sources of waste
2. Productivity and work conditions: Minimize work-related anxiety by keeping control on operational processes at all levels
3. Contribution to the society : Minimize the impact on the environment by choosing the globally relevant long term solutions

Deploy a mindset based on proven experiences and knowledge passed on from the great figures of humanity:

1. Constantly renew ones way of perceiving things to push back our own improvement and innovation limits
2. Be able to serenely and without fear question oneself
3. Do not be tied down by the fear of failure or the lack of data to act
4. In all circumstances act in a simple and frugal way
5.Do not judge, do not blame. Speak with data and stay focused on the reality of the problems.
6. Work in teams based on mutual trust and applying mutual assistance
7. Put quality as the basis of all of our thoughts, discussions and actions
8.Respect the company rules, the standards and the law. They are all stimulations to finding innovative solutions
9.Respect the environment and think about future generations by using limited natural resources

1. Constantly renew ones way of perceiving things to push back our own improvement and innovation limits
2. Be able to serenely and without fear question oneself
3. Do not be tied down by the fear of failure or the lack of data to act
4. In all circumstances act in a simple and frugal way
5.Do not judge, do not blame. Speak with data and stay focused on the reality of the problems.
6. Work in teams based on mutual trust and applying mutual assistance
7. Put quality as the basis of all of our thoughts, discussions and actions
8.Respect the company rules, the standards and the law. They are all stimulations to finding innovative solutions
9.Respect the environment and think about future generations by using limited natural resources

1. Constantly renew one way of perceiving things to push back our own improvement and innovation limits
2. Be able to serenely and without fear question oneself
3. Do not be tied down by the fear of failure or the lack of data to act
4. In all circumstances act in a simple and frugal way
5. Do not judge, do not blame. Speak with data and stay focused on the reality of the problems.
6. Work in teams based on mutual trust and applying mutual assistance
7. Put quality as the basis of all of our thoughts, discussions and actions
8. Respect the company rules, the standards and the law. They are all stimulations to finding innovative solutions.
9. Respect the environment and think about future generations by using limited natural resources

Principles and concepts :

1. Design products with high level of value following the principles of Toyota Product Development System (TPDS) supported by operation processes durably efficient, reliable and adaptable based on the Lean Manufacturing model developed by Taichi Ohno (Toyota Production System) and the teachings of Dr. Yoji Akao on quality functional deployment (QFD).
2. Regularly monitor the processes in order to maintain their efficiency at the expected level following the Total Quality concepts developped by Dr. Deming.
3. Be innovative in management, organisation and the processes following Genrich Altshuller’s (TRIZ) contradictory approach and by applying iterative and incremental approaches (Agile Manifesto)

1. Design products with high level of value following the principles of Toyota Product Development System (TPDS) supported by operation processes durably efficient, reliable and adaptable based on the Lean Manufacturing model developed by Taichi Ohno (Toyota Production System) and the teachings of Dr. Yoji Akao on quality functional deployment (QFD).
2. Regularly monitor the processes in order to maintain their efficiency at the expected level following the Total Quality concepts developped by Dr. Deming.
3. Be innovative in management, organisation and the processes following Genrich Altshuller’s (TRIZ) contradictory approach and by applying iterative and incremental approaches (Agile Manifesto)

1. Design products with high level of value following the principles of Toyota Product Development System (TPDS) supported by operation processes durably efficient, reliable and adaptable based on the Lean Manufacturing model developed by Taichi Ohno (Toyota Production System) and the teachings of Dr. Yoji Akao on quality functional deployment (QFD).
2. Regularly monitor the processes in order to maintain their efficiency at the expected level following the Total Quality concepts developped by Dr. Deming.
3. Be innovative in management, organisation and the processes following Genrich Altshuller’s (TRIZ) contradictory approach and by applying iterative and incremental approaches (Agile Manifesto)

Tools :

1. Understand how and when to use them advisedly.
They must be simple and visual to facilitate the team work

2. The use of tools is the way to reach the goals and not the purpose

1. Understand how and when to use them advisedly.
They must be simple and visual to facilitate the team work

2. The use of tools is the way to reach the goals and not the purpose

1. Understand how and when to use them advisedly.
They must be simple and visual to facilitate the team work.

2. The use of tools is the way to reach the goals and not the purpose.

Methods :

1. Intensive workshops
2. Collaborative and not directive approach
3. Sponsor individual and collective initiatives
4. Generate passion, commitment and some pleasure to work and to improve

1. Intensive workshops
2. Collaborative and not directive approach
3. Sponsor individual and collective initiatives
4. Generate passion, commitment and some pleasure to work and to improve

1. Intensive workshops
2. Collaborative and not directive approach
3. Sponsor individual and collective initiatives
4. Generate passion, commitment and some pleasure to work and to improve

Management :

1. Be an energetic leader that inspires and boosts people through exemplary behavior and teachings

2. Communicate and deploy the strategy with ambitious targets

3. Facilitate individual learning, knowledge and the development of all talents

4. Base the overall performance of the company on a synergy between productivity and well-being at work

5. Show, through one’s actions, the attachment to the company’s values, precepts and convictions

6. Be personally involved in the execution of the strategy

7. Report and firmly correct in a constructive way any processes or people drifting from the standards as soon as it happens for the first time

1. Be an energetic leader that inspires and boosts people through exemplary behavior and teachings

2. Communicate and deploy the strategy with ambitious targets

3. Facilitate individual learning, knowledge and the development of all talents

4. Base the overall performance of the company on a synergy between productivity and well-being at work

5. Show, through one’s actions, the attachment to the company’s values, precepts and convictions

6. Be personally involved in the execution of the strategy

7. Report and firmly correct in a constructive way any processes or people drifting from the standards as soon as it happens for the first time

1. Be an energetic leader that inspires and boosts people through exemplary behavior and teachings

2. Communicate and deploy the strategy with ambitious targets

3. Facilitate individual learning, knowledge and the development of all talents

4. Base the overall performance of the company on a synergy between productivity and well-being at work

5. Show, through one’s actions, the attachment to the company’s values, precepts and convictions

6. Be personally involved in the execution of the strategy

7. Report and firmly correct in a constructive way any processes or people drifting from the standards as soon as it happens for the first time

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Alone you can go quicker,
in a team you will go further.

- AnoOld African proverbnymous

Our Know-How
A pragmatic and inspiring system serving your strategy and your operational performance

Strategy management / Hoshin Kanri

• Elaborate a clear vision of the strategic processes (Flow mapping – VSM)
• Design the « strategic projects » portfolio: Analytic Hierarchy Process – AHP (Thomas Saaty)
• Manage the annual improvement and organizational innovation plan (Hoshin Kanri)
• Create and develop the continuous improvement (Kaizen) and organizational innovation (Kaikaku) structure

• Elaborate a clear vision of the strategic processes (Flow mapping – VSM)
• Design the « strategic projects » portfolio: Analytic Hierarchy Process – AHP (Thomas Saaty)
• Manage the annual improvement and organizational innovation plan (Hoshin Kanri)
• Create and develop the continuous improvement (Kaizen) and organizational innovation (Kaikaku) structure

• Elaborate a clear vision of the strategic processes (Flow mapping – VSM)
• Design the « strategic projects » portfolio: Analytic Hierarchy Process – AHP (Thomas Saaty)
• Manage the annual improvement and organizational innovation plan (Hoshin Kanri)
• Create and develop the continuous improvement (Kaizen) and organizational innovation (Kaikaku) structure

Product and services innovation and development

• Discover the heavily differentiating product benefits before the competitors and develop high value-adding solutions: QFD Blitz (Dr. Yogi Akao) and Kano Model (Dr. Kano)
• Manage the « Products and Services » portfolio: Analytic Hierarchy Process – AHP (Thomas Saaty)
• Time-to-Market reduction: development teams’ performance (product development Obeya)
• Visual project management: Lean for flows (JIT), QFD for adding value and quality throughout all of the companies departments, agile for iterative and incremental project management and product development steps
• Process engineering: construct reliable flow (JIT) processes (TPM, Auto-quality, Risk management, FMEA)
• Cost management (GENKA-KIKAKU) and sourcing cost simulation: find the best target cost for all activity areas

• Discover the heavily differentiating product benefits before the competitors and develop high value-adding solutions: QFD Blitz (Dr. Yogi Akao) and Kano Model (Dr. Kano)
• Manage the « Products and Services » portfolio: Analytic Hierarchy Process – AHP (Thomas Saaty)
• Time-to-Market reduction: development teams’ performance (product development Obeya)
• Visual project management: Lean for flows (JIT), QFD for adding value and quality throughout all of the companies departments, agile for iterative and incremental project management and product development steps
• Process engineering: construct reliable flow (JIT) processes (TPM, Auto-quality, Risk management, FMEA)
• Cost management (GENKA-KIKAKU) and sourcing cost simulation: find the best target cost for all activity areas

• Discover the heavily differentiating product benefits before the competitors and develop high value-adding solutions: QFD Blitz (Dr. Yogi Akao) and Kano Model (Dr. Kano)
• Manage the « Products and Services » portfolio: Analytic Hierarchy Process – AHP (Thomas Saaty)
• Time-to-Market reduction: development teams’ performance (product development Obeya)
• Visual project management: Lean for flows (JIT), QFD for adding value and quality throughout all of the companies departments, agile for iterative and incremental project management and product development steps
• Process engineering: construct reliable flow (JIT) processes (TPM, Auto-quality, Risk management, FMEA)
• Cost management (GENKA-KIKAKU) and sourcing cost simulation: find the best target cost for all activity areas

Manufacturing

• Flow mapping (VSM): Lead time reduction by eliminating non value-adding steps (Muda, Muri, Mura)
• New projects: Flow design for new factory setups (layout/flow study, execution support and management)
• Process reliability management: operational quality (auto-quality) and Total Productive Maintenance (TPM)
• Work station and production line performance (JIT, Kanban, levelling/Heijunka, lean-ergonomics)
• Real time cost management (Kosu, 4.0 Industry)
• Internal logistics (Kanban, Mizusumashi, supply trains, supermarkets)

• Flow mapping (VSM): Lead time reduction by eliminating non value-adding steps (Muda, Muri, Mura)
• New projects: Flow design for new factory setups (layout/flow study, execution support and management)
• Process reliability management: operational quality (auto-quality) and Total Productive Maintenance (TPM)
• Work station and production line performance (JIT, Kanban, levelling/Heijunka, lean-ergonomics)
• Real time cost management (Kosu, 4.0 Industry)
• Internal logistics (Kanban, Mizusumashi, supply trains, supermarkets)

• Flow mapping (VSM): Lead time reduction by eliminating non value-adding steps (Muda, Muri, Mura)
• New projects: Flow design for new factory setups (layout/flow study, execution support and management)
• Process reliability management: operational quality (auto-quality) and Total Productive Maintenance (TPM)
• Work station and production line performance (JIT, Kanban, levelling/Heijunka, lean-ergonomics)
• Real time cost management (Kosu, 4.0 Industry)
• Internal logistics (Kanban, Mizusumashi, supply trains, supermarkets)

Supply Chain and purchasing

• Supplier performance: dashboard and supplier management
• Flow performance: Kanban, junjo, milk run, cross docks, risk management, auto-quality
• Synchronizing flows in a context with variable demand (automatic adapting of kanban loops)
• Buyer performance: knowing the optimal cost, capacity to negotiate with a win-win approach
• Warehouse and storage management: workforce performance (inbound and outbound)
• Structure and performance of the distribution network: optimizing global logistic costs (planning and sizing)

• Supplier performance: dashboard and supplier management
• Flow performance: Kanban, junjo, milk run, cross docks, risk management, auto-quality
• Synchronizing flows in a context with variable demand (automatic adapting of kanban loops)
• Buyer performance: knowing the optimal cost, capacity to negotiate with a win-win approach
• Warehouse and storage management: workforce performance (inbound and outbound)
• Structure and performance of the distribution network: optimizing global logistic costs (planning and sizing)

• Supplier performance: dashboard and supplier management
• Flow performance: Kanban, junjo, milk run, cross docks, risk management, auto-quality
• Synchronizing flows in a context with variable demand (automatic adapting of kanban loops)
• Buyer performance: knowing the optimal cost, capacity to negotiate with a win-win approach
• Warehouse and storage management: workforce performance (inbound and outbound)
• Structure and performance of the distribution network: optimizing global logistic costs (planning and sizing)

Sales

• Sales force performance: Operational dashboard and team management
• Order management: Lead time reduction and organizing the department
• Customer service center: efficiency and work conditions

• Sales force performance: Operational dashboard and team management
• Order management: Lead time reduction and organizing the department
• Customer service center: efficiency and work conditions

• Sales force performance: Operational dashboard and team management
• Order management: Lead time reduction and organizing the department
• Customer service center: efficiency and work conditions

Accounting and finance

• Reduction of monthly closing lead time
• Billing and unpaid processing
• Cost management for “Value Business lines"

• Reduction of monthly closing lead time
• Billing and unpaid processing
• Cost management for “Value Business lines"

• Reduction of monthly closing lead time
• Billing and unpaid processing
• Cost management for “Value Business lines"

Human resources

• Employee skills and training management
• Training and certifications on lean tools and principles
• HR department performance: dashboard and team management

• Employee skills and training management
• Training and certifications on lean tools and principles
• HR department performance: dashboard and team management

• Employee skills and training management
• Training and certifications on lean tools and principles
• HR department performance: dashboard and team management

After sales

• Stucturing and improving performance of hotlines
• Spare parts warehouse performance management
• Scheduling of technician work

• Stucturing and improving performance of hotlines
• Spare parts warehouse performance management
• Scheduling of technician work

• Stucturing and improving performance of hotlines
• Spare parts warehouse performance management
• Scheduling of technician work

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Our main achievements
and scope

We have built our organization model and our change management methods so that they can be easily adapted to your activity and your organization profile.

- Arturo Mazzolini

Private or public sectors
Large international groups or small/medium local companies

Main missions run by Arvenys consultants in production environments

• Car and truck batteries (lead and lithium): productivity, quality, production management with pulled flow, management of production teams
• Food and pet-food industry: Production equipment reliability and management of production and maintenance teams
• Industrial and medical gas production: productivity, quality, production management with pulled flow, management of production teams
• Technical piping and tubes for oil & gas: productivity, quality, production management, management of production teams

• Car and truck batteries (lead and lithium): productivity, quality, production management with pulled flow, management of production teams
• Food and pet-food industry: Production equipment reliability and management of production and maintenance teams
• Industrial and medical gas production: productivity, quality, production management with pulled flow, management of production teams
• Technical piping and tubes for oil & gas: productivity, quality, production management, management of production teams

• Car and truck batteries (lead and lithium): productivity, quality, production management with pulled flow, management of production teams
• Food and pet-food industry: Production equipment reliability and management of production and maintenance teams
• Industrial and medical gas production: productivity, quality, production management with pulled flow, management of production teams
• Technical piping and tubes for oil & gas: productivity, quality, production management, management of production teams

Main missions run by Arvenys consultants in service environments

Healthcare sector
• Supplying medical gas to patients: Client scheduling and call-center performance
• Industrial projects: lead time reduction, productivity, risk management, and reliability of turnkey installations for hospital structures
Industry
• Industrial gas distribution: Client scheduling and call-center performance
• Equipment handling department: intervention performance 24/7
• Designing and guidance of industrial projects (complete sites for mass and short serie production)

Healthcare sector
• Supplying medical gas to patients: Client scheduling and call-center performance
• Industrial projects: lead time reduction, productivity, risk management, and reliability of turnkey installations for hospital structures
Industry
• Industrial gas distribution: Client scheduling and call-center performance
• Equipment handling department: intervention performance 24/7
• Designing and guidance of industrial projects (complete sites for mass and short serie production)

Healthcare sector
• Supplying medical gas to patients: Client scheduling and call-center performance
• Industrial projects: lead time reduction, productivity, risk management, and reliability of turnkey installations for hospital structures
Industry
• Industrial gas distribution: Client scheduling and call-center performance
• Equipment handling department: intervention performance 24/7
• Designing and guidance of industrial projects (complete sites for mass and short serie production)

Main missions run by Arvenys consultants in manufacturing environments

Medium series and on-order production
• Milling and lathing machines (natural stone, composite, metal/alloys): Product development and order lead time, productivity, on-order production management, obeya for production, product development and sales teams
• Equipment for tarmac production: visual management of orders
• Equipment for concrete production: productivity and internal flows
• High-class furniture: productivity and flows
• Carpark management systems (cash register and access): productivity, flows, internal and external synchronization
• Doors and gates: productivity
• Equipment for disabled people: flows, internal and external synchronization

Medium series and on-order production
• Milling and lathing machines (natural stone, composite, metal/alloys): Product development and order lead time, productivity, on-order production management, obeya for production, product development and sales teams
• Equipment for tarmac production: visual management of orders
• Equipment for concrete production: productivity and internal flows
• High-class furniture: productivity and flows
• Carpark management systems (cash register and access): productivity, flows, internal and external synchronization
• Doors and gates: productivity
• Equipment for disabled people: flows, internal and external synchronization

Medium series and on-order production
• Milling and lathing machines (natural stone, composite, metal/alloys): Product development and order lead time, productivity, on-order production management, obeya for production, product development and sales teams
• Equipment for tarmac production: visual management of orders
• Equipment for concrete production: productivity and internal flows
• High-class furniture: productivity and flows
• Carpark management systems (cash register and access): productivity, flows, internal and external synchronization
• Doors and gates: productivity
• Equipment for disabled people: flows, internal and external synchronization

Mass production
• Industrial pumps: Performance strategy in product design, purchasing, production, logistics and quality
• Small and large electrical appliances: production management and productivity improvement
• Fashion and clothing: productivity, equipment reliability, management of production teams in pulled flow
• High-class furniture: productivity improvement and synchronized flows
• Components for access to public areas (car parks, secure zones): productivity improvement, synchronized flows and production management in pulled flow
• Plastic and paper disposable cutlery: productivity, equipment reliability, management of production teams
• Electronic components: flows, auto-quality, productivity, synchronizing internal and external suppliers, and production management
• Automobile components: flows, auto-quality, productivity, synchronizing internal and external suppliers, production management and management of production teams
• Automobile OEM: flows, auto-quality, productivity, synchronizing internal and external suppliers, production management and obeya for production teams
• Bathroom equipement: flows, productivity and production management

Mass production
• Industrial pumps: Performance strategy in product design, purchasing, production, logistics and quality
• Small and large electrical appliances: production management and productivity improvement
• Fashion and clothing: productivity, equipment reliability, management of production teams in pulled flow
• High-class furniture: productivity improvement and synchronized flows
• Components for access to public areas (car parks, secure zones): productivity improvement, synchronized flows and production management in pulled flow
• Plastic and paper disposable cutlery: productivity, equipment reliability, management of production teams
• Electronic components: flows, auto-quality, productivity, synchronizing internal and external suppliers, and production management
• Automobile components: flows, auto-quality, productivity, synchronizing internal and external suppliers, production management and management of production teams
• Automobile OEM: flows, auto-quality, productivity, synchronizing internal and external suppliers, production management and obeya for production teams
• Bathroom equipement: flows, productivity and production management

Mass production
• Industrial pumps: Performance strategy in product design, purchasing, production, logistics and quality
• Small and large electrical appliances: production management and productivity improvement
• Fashion and clothing: productivity, equipment reliability, management of production teams in pulled flow
• High-class furniture: productivity improvement and synchronized flows
• Components for access to public areas (car parks, secure zones): productivity improvement, synchronized flows and production management in pulled flow
• Plastic and paper disposable cutlery: productivity, equipment reliability, management of production teams
• Electronic components: flows, auto-quality, productivity, synchronizing internal and external suppliers, and production management
• Automobile components: flows, auto-quality, productivity, synchronizing internal and external suppliers, production management and management of production teams
• Automobile OEM: flows, auto-quality, productivity, synchronizing internal and external suppliers, production management and obeya for production teams
• Bathroom equipement: flows, productivity and production management

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We make progress by involving and motivating people,
not by doing without them or against them.

- Senseï Chihiro Nakao, Shinjijutsu Consulting

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