Experiential Learning

Experiential learning is essential for stimulating creativity, involvement and focus on people and above all what is called lateral thinking, i.e. the ability to see things from a different point of view.
The methodologies for experiential training (“you learn by doing and reflecting on what you do”) are also essential in a path of lean transformation since:

  • they involve the participants by helping them to find creative and constructive solutions;
  • they transmit operational know-how to participants quickly and effectively;
  • they develop the “soft skills” of participants (leadership, effective communication, problem solving, team working, time management) and
  • their ability to handle stress;
  • they help participants transfer what they have learnt to their own companies.

Thanks to active involvement and simulations that recreate examples of typical business situations, participants experience the TPS methodologies and instruments and learn the behavioural skills needed for the improvement and the achievement of a lasting, sustainable change in their organisations.
Here are our proven formats for the main Lean/TPS topics:

LEAN OFFICE SIMULATION, increasing efficiency in offices

Lean applied to indirect processes or staff

Participants will learn the methodology and tools ( Value Stream Map, Spaghetti Chart , analysis of Takt Time, etc . ) to undertake a lean transformation path also in offices and to reduce the indirect overhead costs . During the activity , participants will be accompanied by a coach to discover the behavioral strategies , relationship and successful communication .


  • Application of Lean concepts in offices
  • The 8 wastes in offices
  • Applicability to all business processes : practical examples
  • Lean Office
  • The basic tools to measure processes : from AS IS to TO BE .
  • The value stream mapping in office processes
  • Recommended approaches for the implementation of a Lean Office location
  • Lean Office Game with focus on behavioral dynamics generated by the group during the activity .
  • Group Coaching and Workshop on Emotional Intelligence


The TOYOTA WAY values may be introduced in all organizations and in all sectors from manufacturing to services , in the belief that only through a continuous growth of people – at all levels , as the only true engine driving the continual improvement of the organizations themselves – it is possible to trigger the change process required to follow market changes and customer increasing the company’s competitiveness .

The simulation allows to establish improvement actions aimed at removing the obstacles that will be identified , measured and assessed at the start and – after identifying the gap was – to design interventions and new goals to improve the overall performance of different plant involved in order to get as close as possible to the wishes of our customers .


  • The origins of the Toyota philosophy and the concept of TOYOTA WAY
  • CHALLENGE : devising a long- term perspective
  • KAIZEN : to change to get better
  • Genchi Genbutsu : go to the source to find the facts that will enable us to make correct decisions
  • RESPECT: do your best to create and ensure mutual trust
  • TEAMWORK : share improvement opportunities and amplify the results both individual and, above all , group
  • Definition of Toyota Production System ( TPS )
  • The traditional approach and the TPS approach

LEAN GAME, reducing stock and increasing performance

It is the transposition into practice of the code just in time (to produce the required product in the required quantity and time required).
The very ambitious goals are:

  • the drastic reduction of stocks between all phases
  • the improvement of product quality
  • the flexibility of recovery against the trend in demand.

The main areas on which we will take action to improve performance are:

  • Layout: Changing the layout of the production process to improve the flow of materials and semi-finished products up to the “One Piece Flow”
  • quality of operational methods introduced to eliminate the possibility of incorrect assembly of the individual parts (poka yoke), development of operating and quality control procedures
  • production cells: changes in production logic from production to production batches at the cellular flow, resulting in lower inventory and quality control at each production station


  • The traditional system vs the Just In Time system
  • Identifying waste and planning improvement activities
  • The gap assessment and highlighting critical issues
  • Discussion and comparison of Jit model and its advantages


The kanban is one typical tool of the Lean Production that makes possible the production in pulled flow (Pull Flow) of the material.
The kanban is an information system for the control of the quantity to be produced at each stage of work. It is based on the physical cards that manage the production, purchase or material handling.
The goal of kanban is to avoid overproduction that is the major source of waste for the performance of a production system.
The simulation goal is to understand and acquire the skills necessary for the implementation of one of the principles of lean production tools. Theory, case studies and practical simulations are used to take up the PULL logic and be able to manage “on demand” as in the “supermarket” of purchased components, raw materials, semi-finished and finished products.
In the simulation using a simple production line and a delivery context to demonstrate how to design and dimension a system to Kanban and its proper functioning.


  • Milestones of Lean Production
  • PUSH PULL vs. the System
  • Supermarket and Kanban
  • Practical simulation : the design and construction of a PULL system
  • Sort the items by means of the Cross Analysis
  • Establish the right governance for homogeneous sets of items


The simulation goal is to learn the method of measurement for performance excellence of the industrial equipment: the Overall Equipment Effectiveness (OEE) used to fight the causes of detention, inefficiency and non-compliance of the plant and, therefore, the production process.
By means of an electronic device that simulates all the functions and characteristics of a real production plant participants will develop the correct operating procedures and maintenance programs in order to achieve the best working conditions.
The operating conditions of the device will impact on product quality: poor management of maintenance will have a negative effect on production, thereby increasing the level of defective products. The number of good and defective products is displayed in a display so that at the end of the session participants will be able to calculate the value of OEE using the other data stored in the device. In this way, you will be able to highlight potential areas for improvement and code changes.


  • Measurement systems of physical and production plants flows
  • The O.E.E .: Overall Equipment Effectiveness
  • Simulation of a system with an electronic device
  • OEE calculation of the simulation and discussion
  • Analysis of the causes of detention , inefficiency and non-compliance
  • Definition of improvement activities and their priorities


The aim of the simulation is to learn the most effective approach to reduce and manage the time to set-up ( tooling time): the SMED (Single Minute Exchange of Die ) . Participants will be able to acquire and implement the methodology to measure and reduce the tooling time and thus improve plant efficiency and productivity .
The simulation consists of a self-learning exercise designed to give the opportunity to experiment with the practice activity of tooling time reduction , using the tools and techniques learned during the theoretical session.
The initial round simulates a typical layout of a system in which there are no operating procedures and tooling business is based solely on the experience of the operators . Participants then apply the techniques and tools presented to simplify tasks and thus reduce the set-up time.


  • Basic concepts : the set up time
  • Features and functionality of the SMED methodology
  • Stages of SMED
  • Simulation practice of reduction of the set-up time
  • The Pareto principle
  • Planning activities in parallel (Multiple Activity Scheduling )
  • Definition of improvement activities and their priorities


In recent years the supplies increasingly affect on company revenues .
As a direct result of this , the relationship with suppliers, a limited time and based solely on economic fierce bargaining , have now become critical and extremely complex to manage .
The experiential training aims to provide a comprehensive knowledge of logic , models and tools of the management process and the design of the production logistics chain. In particular , they are analyzed the basic strategic choices that affect the supply chain management , with specific reference to the design of the network and the development of collaborative relationships with various players in the supply chain .
The use of the famous game Beer Game will allow participants to experience first hand the issues covered and to understand them in depth.


  • From logistics to Supply Chain Management
  • The role of suppliers for competitive customer success
  • Map processes and build a supply chain model
  • Supply chain efficient and agile
  • Coordination and information along the supply chain management
  • Group work and simulation : the Beer Game


Lean Management is a management and organizational approach that is changing the way businesses operate and which can bring huge benefits when applied to the process of innovation and design / development of new products .


  • Learn to see the value stream of innovation and product development
  • Redesign the intelligence activities of markets and the generation of ideas to launch successful products
  • Redesign the processes of design and product development
  • Why we are in an industry where ” only counts the money ” ? Identify ” waste of performance ” of our products and services and analyze customer needs
  • Where are the problems ? Brainstorming on the model of the Innovation Funnel
  • The Workshop of the roadmapping tool
  • Balance and evolve the current product range to maximize profit
  • Organize a construction site of ” Value Stream Mapping “
  • Manage projects with Visual Planning techniques
  • The reduction of the variety of products costs
  • Lean Production Development
  • Techniques of visual facilitation : sketchnote


It simulates a company that operates in the production of peanuts and sells its product to different market segments , from peanuts to high range ( used for the production of butter peanut ) to low range peanuts ( used for the production of food for animals )

The company receives complaints from the market on product quality .

The activities involve the questioning of the accuracy of the measurement quality by initiating the project study ” GAGE R & R “


  • Gage R & R
  • Repeatability and reproducibility for attributes
  • Validation of the measurement system


The aim of the simulation is to demonstrate the operation of a ” flow system” simulating a light production process, typical for example of office activities


  • Understand the concept of Process Lead Time ( PLT )
  • Demonstrate the impact of PLT on WIP
  • Discover the other effects related to a surplus of WIP
  • Demonstrate the advantages of implementing a Pull System Generic
  • Familiarize yourself with some definitions and formulas
  • Prepare a VSM current state and future state


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