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We Help Operations Managers to Conceive and Actualize Their Industrial Visions Based on the Lean Manufacturing Culture

In the Machinery Industry, the introduction of the lean methodologies is a complex but well-established process.

Regardless of this, some managers proceed without using any type of process, therefore creating an enormous resistance to change in their company.

The resistance to change is one of the most frequent causes of failure in implementing Lean Production.

You can explain all you like: the techniques, the methods, the concepts, and so on, but the message will not get through.

Perhaps the supervisors will not tell you straight out (their not wanting to have anything to do with this method) … but you will understand it with their behavior …

If it were possible to make them understand the vision of the company that you would like to build with them, perhaps they would begin to follow you.

But, today, they still do not know what a company that applies lean production looks like.

In order to understand, they should visit their own company in a not so distant future and they could see the following changes:

True sharing of the business spirit, Top-Down Bottom-Up

Communication: at the entrance of the company, there is a wallboard which illustrates the organizational chart and the vision of the company.

The objectives towards which everyone is working and the related result indicators which display how close we are to the goals are found near the production lines and departments.

The line/department objectives are a direct outcome of the general business objectives, they are updated by the operators or by their supervisors in a simple and direct way.

Involvement and passion of the workers

Production line activity: it is possible to see at specific times (usually at the end of a shift) worker meetings led by their supervisors, gathered around a board, with result indicators.

During these meetings which last a maximum of 5 minutes, the workers point out the malfunctions and provide ideas for improvement in achieving their goals.

If during the shift, something relevant to the work group takes place, this is then reported on the board and shared at the next meeting.

Personnel and Workers proud of wearing different hats

Skills Matrix: Each worker has been trained to a work standard according to the TWI method; the workers participate in the definition and validation of the standards during the activity of improvement.

Each operator has his own skills matrix in which the skill level is indicated. His skills expertise is registered and monitored, in order to develop training programs suitable to the growth of the worker and to the needs of the company.

A great deal of determination for improving continually

Improvement activity: A department head, aided by a member of the lean manufacturing support team, guides a work group to improve an assembly line or an implementation site of autonomous maintenance.

The department head follows a specific site plan to which he was trained ranging from the support structure to the lean production implementation.

A company with a thirst for learning by doing

Training activity: A support team leader for the lean production implementation teaches lean methodology to a line head or department head.

The training sessions are carried out based on a training and site plan established by the Master Plan of lean production implementation.

Personnel has already participated in various activities and the methods have been understood and integrated.

Shared responsibility of the objectives

Coordination meetings: Each productive department has a coordination team for continuous improvement which meets weekly to analyze the week’s results.

The meetings are structured and organized around the principles of Lean Manufacturing.

The company objectives and the spirit of continuous improvement make these meetings very interesting and useful.

Strategic management according to Lean philosophy

Steering Committee workshops: On a monthly basis, the management committee meets to analyze the results of the Master and assess what needs to be done. The group is made up of the heads of the various departments and by the management of the facility.

All the participants are in agreement and know what the company wants; additionally they are aware that through the company’s system of lean production they will always find a way to improve.


Schema1According to the LEAN philosophy there are 3 types of activities in a business: The respect towards standards, working towards the improvements of the standards and working towards innovation.

The complexity of today’s industrial challenges forces managers to participate in countless meetings. Analyzing situations, making decisions, launching quick changes and interacting with colleagues and clients is required.

This situation leads managers to become always more distanced from the “field”.

This, therefore, leads to the necessity of delegating most of the management work of the means of production to those who remain on the field. .

Through TPM the personnel on the field:

  • Takes the initiative to conduct improvement actions independently.
  • Activates or deactivates the means of production according to planning needs
  • Commits to doing everything possible in order to achieve given objectives.
  • Brings problems it is unable to solve independently back to the higher level.

The Lean Manufacturing methods are very rational and simple to teach, but very difficult to have put into action.

They require an actual exchange of habits in the way of interacting for all the levels of the company.

It is not possible to change habits without first having overcome the resistance to change and for this reason a specific strategy is needed.

If you think back to the first time in which you wanted to win over a girl, then maybe you remember the time you spent studying the way to approach her, the best instant to start talking to her and what to talk to her about…and then the situations you needed to create…

You could not just approach her right there and hope to have her attention…

In order for Lean Manufacturing to be adopted by the entire company, managers must:

  • Develop a specific Strategy for Change to lean production.
  • Accompany the change with the right support psychology.

Now it becomes clear why to be successful in implementation, ordinary consultants who only explain the techniques of Lean Manufacturing are not enough.

It is necessary to take advantage of the methods that the science of psychology makes available to us

Managers must evolve and become efficient motivators and communicators.

Succeeding in being able to create a company vision in which everyone wants to participate and therefore, lead the entire company to success.

In order to carry out this “necessary task”, you have a few solutions available:

  • Get to work on studying and experimenting Lean Manufacturing and the Psychology of Change.
  • Rely on an expert outside consultant who has already developed a specific program.

The first solution, you will have already understood, is the longest and perhaps the most expensive in the long run.

The second is particularly appropriate for those managers who want to drastically reduce time and who need results as quickly as possible.

With this goal you could take into consideration
my program of:
Lean Coaching for Industrial Excellence

The assistance of a true expert in Lean Coaching, makes it possible to accelerate the journey by cutting the realization times of Lean Industrial Excellence in half, because it makes it possible for you to avoid all the traps and negative experiences which can make you lose time and money before arriving at the result.

This program makes it possible to, besides the development of Lean skills, train managers and their collaborators in the methods of interpersonal communication and in the management of the work group.

This program is different
because it uses 3 instruments of change.


The 3 Instruments to Help the Development of Industrial Excellence

1) 12 Steps to the Implementation of Lean Production
Schema2This is a process which requires 12 specific steps for implementing Lean Manufacturing correctly. It is the system which has been used and continues to be used by leading companies at a global level and at the top of their markets. Often Lean Manufacturing is introduced in the company by holding small training sessions but without an overall strategy; this is the origin of all the problems.

2) Coaching.
coaching This very powerful instrument, aims to create awareness and motivation in its listeners regarding the new possibilities for change which otherwise remain UNPERCEIVED. In order to quickly explain what coaching is, we can make an analogy with the use of the mirror. When we wake up in the morning, before leaving the house, we look at our image in the mirror. If the mirror sends us back an image which is not appropriate, then we comb our hair, we wash up and we get our look together. In this case the mirror is our personal coach. Without the help of the mirror we risk having an inappropriate look.

3) PNL (Neuro-Linguistic Programming)
pnl One of the principles of NLP states that there is no RESISTANCE TO CHANGE, there is only LACK OF RAPPORT. RAPPORT is commonly defined as a high degree of empathy among people. Another principle of NLP states that the map is not the territory, this means that each person can have after all his own personal vision of things; consequently if we would like to communicate and collaborate with someone, we must above all respect their vision of things. Lean Manufacturing is founded on group work; without group work any Lean Production plan is destined to fail. NLP is the model par excellence for putting efficient communication into action and having people work together.

How much does the program:
 “Lean Coaching for Industrial Excellence” cost? 

This program is regulated by a “Value Based” contract; that is, its cost is directly proportional to the achievement of the objectives established together with the management.

Usually the cost of the contract corresponds to 50% of the savings obtained during the first year.

Your Guarantee!

  • Your success is important, therefore, if at the end of the program you will not have achieved the agreed upon results I will refund the amount invested.

How must we proceed if we want more information regarding this program ?

The best way is to get the Manual “The 12 steps for correctly implementing Lean Production” FREE and to study it:

Receive this valuable manual quickly, by ordering it now.
(Pay only shipping costs of €4.50)


This document illustrates the process through which you will be able to implement successfully, without errors and obtaining the collaboration of all your collaborators, all the Lean Manufacturing methods you will need in order to achieve your industrial vision.

  • It will prevent you from getting the Lean introduction sequence wrong.
  • It offers a model for building the winning team as support to the process.
  • It shows the Lean methods appropriate for your type of industry.
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Introducing Lean Production, The Right Path

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Mario Mason is a
Kaizen Coach at an international level with more than 10 years of experience in helping managers obtain improvements in the double digits in the reduction of the costs of the Supply Chain.

His activity as Lean Production Coach is carried out at the Gemba of companies operating in the most varied industrial sectors.

Some of the methodologies in which he is an expert: Six Sigma, Just In Time, TPM, 5S, SMED, OEE Improvement, Kanban Introduction, Value Stream Mapping, Hoshin Kanri, Supply Chain Planning, World Class Manufacturing, standards of Quality Control, Autonomous Maintenance, Planned Maintenance.

Mario Mason is a certified Coach of the international school of Meta-Coaching.

Other certifications:

•NLP Trainer
•Neuro-Semantics Trainer
•Leadership Trainer

Listed here below are some of the companies with which he collaborates and has collaborated








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